Interim Manager for digital platforms and sales channels.

At BOMAG I took operational leadership of transferring an existing €100M+ B2B ordering business into a true online shop — Intershop Headless, with SAP S/4HANA as the real-time source of availability, portfolio, and customer-specific pricing. Instead of a big-bang approach, a controlled soft-launch strategy with staggered roll-outs across 10 countries and subsidiaries and stepwise load management. Early involvement of line managers, transparent communication, clear structures — the e-commerce community that emerged carries the initiative forward beyond the mandate. The business kept running throughout the entire transition; on-time completion.

Platform and IT · Change management · Digital business growth

At Vision Healthcare I served as Director of E-Commerce and was simultaneously co-investor and part of the extended leadership team. The group held several D2C healthcare brands; the core brand Vitaminexpress has been established in Germany and Austria for over 30 years. The mandate had two lines: channel expansion in the core markets — performance marketing, new digital touchpoints, optimisation of customer acquisition and lifetime value — and a platform roll-out into four new markets (Switzerland, Italy, France, UK) as preparation for the next growth phase. The revenue increase from €20M to €35M+ was carried by channel expansion in the core markets; the new markets were positioned for longer-term growth horizons.

Digital business growth · Strategy and decision-making · Change management

At Heidelberger Druckmaschinen I served as Head of E-Commerce, leading digital business development for one of the world's leading manufacturers of printing presses. The sales network across more than thirty countries was already in place — the task was not to build it, but to expand the online portfolio. Beyond consumables already available online, customers could now purchase higher-value wear parts digitally, through a configurator that let them select exactly what they needed. The implementation was carried out jointly with the country organisations, adapted to each local market. The underlying logic: international sales-growth-hacking — surfacing business opportunities through joint work between headquarters and local teams. What emerged was new business in the digital channel, beyond the existing base.

Digital business growth · Strategy and decision-making · Change management