Interim CHRO for restructuring and transformation under German co-determination.
Restructuring, investor transitions, leadership vacancies: I take responsibility from day one – firm at the works council table, dependable towards CFO and shareholders. And I leave behind structures that work without me.
Companies call me when the situation is serious – and there is no time for a long search.
Downsizing or reorganisation is imminent, and the HR lead is missing or overwhelmed.
I take over steering, works council proceedings and execution – from day one.
Your CHRO or Head of HR is leaving – but the decisions will not wait.
I secure daily operations and sensitive decisions – and hand over cleanly to the successor.
Processes, systems, digital HR files, governance.
I build structures that keep running without me.
Situation picture, risks, decision routes – and a 30/60/90 plan on the table.
Immediate action where needed – no intervention where the picture is still unclear. First visible progress.
Decisions made, structures in place, results standing – documented and transferable.
Three examples – anonymised. Details and references gladly shared in conversation.
Steered 40+ reorganisation projects, established monthly CFO steering, documented decisions audit-proof.
A governance blueprint and a steering rhythm that CFO and management rely on.
Professionalised People & Culture from scratch within twelve months, 20+ key hires, negotiated works agreements.
A recruiting system, policies and core cycles – the team runs them independently.
Weekly steering group across HR, Finance, Legal and Communications; a clear decision architecture; a manager toolkit for difficult conversations.
Consistent decisions and stable execution – under pressure, too.
Detailed project profile ("Project-relevant experience & results") available on request.
Diplom-Psychologin (equivalent to an MSc in industrial and organisational psychology) and C-level HR executive – most recently Chief People & Culture Officer and member of the executive management. Stations: a listed biotech (DE/US), IT/consulting in a private-equity environment (DE/CH), and before that organisational consulting at scale.
I know works councils from both sides of the table – as an advisor to more than 500 organisations, and as the employer's negotiator in reorganisations.
What drives me: the gap between what an organisation promises and what it does.
I come to close it – and I say what is necessary, even when it is uncomfortable.
In a first conversation we clarify three things: what the situation really is, whether I am the right person – and what an entry would look like.