“Ways to achieve above-average returns are the key element in any strategy. Precisely what business model is employed is therefore irrelevant. If customers aren’t buying, change the model.”
After starting out in strategic consulting for a few years, I was looking to get out there and do something of a tangible entrepreneurial nature. Having run smaller consulting operations of my own while earning my bachelor’s and master’s in Germany and abroad, I was attracted by the idea of the entrepreneur as someone who builds something up, expands, restructures and then sells before moving on to build up something new again. I thus moved away from classic strategic consulting, looking to grow personally over the medium term into 360-degree entrepreneurial thinking as a new dimension to my existing background in strategic and conceptual planning. This led to me coming on board SMP in early 2015.
Our transformation management work is all about first gaining a full understanding of the interplay between all corporate functions and aspects of the company, starting with the fundamental business model logic and monetisation concept and proceeding on up to medium and long-term strategy. This kind of in-depth analysis we call doing the “management decathlon”.
I have had the privilege over the last several years at SMP of going through the various development stages and holding responsibility for the successful outcomes of many turnaround and earnings enhancement projects with clients.
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