My professional career started with an education as a banker. Following that, I graduated with an economics degree at the University of Wuppertal, majoring in finance, controlling and auditing. During my studies, I worked as an intern in a SME consultancy. I had already worked with the current managing directors of h,c (at that time, they were employed consultants there) on some projects.
After graduating, I continued my professional career in one of the large international active tax consulting and auditing firms in small and medium-sized enterprises (SMEs). In the meantime, I never lost touch with the current managing directors of h,c. Shortly after it was founded, I switched to h,c.
Through many different projects over the years, I learned a lot of the skills I have today and gained a lot of experience. While working, I completed my second degree at the University of Bradford (UK) with a stay abroad in Toronto (Canada) and graduated with a Master of Business Administration (MBA).
After eight years in consulting, I decided to bring my experience to an operational company and switched to a leading international mechanical and plant engineering company. There I was responsible for global strategic business development in the aftermarket field. Here I could gather extensive experience in an international environment while being involved in global projects with multicultural project teams.
After 12 years of operational activity with a large medium-sized company , I have been part of h,c again since 01/07/2018 as a lateral entrant and can now put my experience and international network in consulting to good use here.

It has always been important for me to shape and change things. For this reason, the focus of my interest has always been on SMEs and not on big corporations. I was able to gain initial insights into the varied topics of different companies through internships during my studies, which awakened my enthusiasm for consulting SMEs. Therefore, I quickly decided that I wanted to work in the SME sector after graduation.
I never lost touch with h,c, even after my first seven years there. When the chance aroseto use my experience of 12 years in operational activity in the area of consulting again, I seized the opportunity and came back to h,c.
Therefore, the selection process deviates from the ‘classic’ process and, in my case, took place more ‘on the job’.

My first days were now more than two decades ago. However, I still remember the great team spirit and the high motivation of every single colleague. From the very first project, the work was never boring; one could learn so much in a short time and could immediately take on a lot of responsibility. Being an h,c consultant right from the beginning (almost), I also had the great privilege  to actively collaborate on setting up structures and standards, which are still recognisable today.
For this reason, it was naturally very easy for me to join h,c in 2018 again. I was accepted warmly and with open arms by the h,c family that had grown in the meantime, and could meet up with many old acquaintances, both amongst the colleagues and the network.

As a partner, I have operational project responsibility for several projects running simultaneously. This includesbothinternal project management and leading the project teams , as well as external communication and supervision of involved stakeholders such as management, financiers, employee representatives, shareholders, customers, suppliers and many more.
In my position, I am also a member of the management team. Part of this means not only discussing and coordinating h,c’s strategic orientation, work is also done on the permanent development of the consultancy.

Basically, each project has its special points of interest, which makes it difficult to single out one highlight. Projects are very varied and interesting regarding their tasks and framework conditions.
For me, projects, where I can support the client during the implementation and witness how defined measures are taken with resulting success, are always interesting.

An annual training budget is available for every h,c employee, regardless of their career level. In the performance review with the employee (undertaken every six months), meaningful training is discussed and planned accordingly. This means the development of each employee is undertaken very individually according to their needs.
In addition, continuous in-house training on important issues is offered for all employees. Basic training for new colleagues, both for technical topics and standards , as well as for presentation and moderation, are an obligatory part of the programme in one’s first year at h,c.

The very good cohesion is probably very unique at h,c and characterises the company culture from the very beginning. This is demonstrated especially during critical project phases through the high-level engagement, motivation and willingness to help across all colleagues. Apart from the professional and personal suitability, the human compatibility with h,c is the third important criterion during the selection process for new employees.
h,c promotes this, amongst others, through regular events for employeesand also for their familiessuch as the  obligatory Christmas brunch.
However, the great cohesion is also demonstrated in the many small private activities with colleagues such as beach volleyball, go-karting or social evenings in the historic part of Düsseldorf.

Finding the balance to the intense project work is extremely important, and sometimes requires the discipline of planning. I try to see to it that this balance does not get disturbed, also during very stressful project phases. Admittedly, sometimes I’m more successful than at other times.
First of all, I find balance by running regularly. I have found that to stay in this rhythm,, it is best to do this in the morning before work. I find further balance through activities with my two children and by meetings with friends.