Retail · Operations · Market entry Germany
Growth that works on the shop floor.
I am an entrepreneur and retail executive. I have led stores and teams at OBI, ALDI SÜD and Denner, co-founded and built a retail company of my own, and today build up Gold Union in Germany as Country Manager. My focus: how companies grow – and enter new markets – without losing control of their day-to-day business.
Experience from
- OBI
- ALDI SÜD
- Denner (Switzerland)
- Candy Sale
- Gold Union
From first-hand responsibility
Situations I know from practice.
- 01A company is entering the German market.Locations, structures and a team have to be built at the same time – with little local experience and a lot of pace.Market entry & expansion in Germany
- 02The store network is growing faster than its structures.Processes, leadership and KPIs that worked for a handful of locations no longer hold up across many more.Expansion & organisation projects
- 03A rollout or expansion project is stalling.What is missing is one accountable person who steers the people involved, prepares decisions and keeps up the pace.Expansion & organisation projects
- 04A growth decision is on the table.New locations, a different expansion model or reshaping the organisation – and an experienced second opinion is missing.Sparring & exchange
Working together
Ways of working together.
Alongside my role, I am available for selected projects – to a limited extent and by arrangement.
- 01
Sparring & exchange
When you need an experienced second opinion.
For managing directors and founders who want to think through growth decisions with someone who knows operational responsibility in retail – on a selective basis and as a peer.
Selective, remote or on siteSelected projects, by arrangement - 02
Market entry & expansion in Germany
When a company wants to enter the German market or a new region.
Experience from expanding store-based retail: location strategy, choosing the right expansion model and building an organisation that works on the ground – with an understanding of how the German market operates.
Advisory, to a limited extentSelected projects, by arrangement - 03
Expansion & organisation projects
When a growth project needs one accountable lead.
Contributing to expansion, rollout and organisation projects – from planning and steering the people involved to handing over to regular operations.
Project-based, with a clear scopeSelected projects, by arrangement - 04
Interim management
When a key position needs to be filled temporarily.
Temporary operational leadership, for example in sales, the store network or expansion. As I am currently in a permanent position, this is possible only in exceptional cases and by individual agreement.
Fixed-term assignmentCurrently only in exceptional cases
Approach
How I approach a project.
- 1
Understand
First the starting point: numbers, processes, people. Before changing anything, it has to be clear why things are the way they are.
- 2
Assess
What is the actual problem, and what is only a symptom? The answer leads to a few clear priorities.
- 3
Implement
With the team on site, with clear responsibilities, milestones and KPIs that make progress visible.
- 4
Embed
Hand over results, processes and responsibilities so that they keep working in everyday operations.
Background
Experience from operational and entrepreneurial responsibility.
I learned leadership in retail: at OBI, ALDI SÜD and Denner in Switzerland. As co-founder, I helped build Candy Sale up to seven locations and laid the foundations for the franchise system on which the company later grew to 14 locations. Today, as Country Manager, I am building up Gold Union's expansion in Germany.
In my experience, growth more often fails because of structures, responsibilities and execution than because of strategy.
- Built as co-founder of Candy Sale
- 7 locationsBuilt as co-founder of Candy Sale
- Later growth of the franchise system
- 14 locationsLater growth of the franchise system
- Leadership responsibility in two markets
- DE · CHLeadership responsibility in two markets
- Germany expansion at Gold Union
- Market entryGermany expansion at Gold Union
FAQ
Good to know.
Are you available for assignments?
I currently hold a permanent leadership position. I therefore take on sparring and projects only selectively, to a limited extent and by arrangement. Interim assignments are currently possible only in exceptional cases. I will tell you openly if I cannot support a project responsibly in the time available.
Do you work with companies from outside Germany?
Yes – in particular with companies that want to enter the German market or expand their presence here. Conversations can be held in German or English.
What makes retail in Germany different?
Many things that work elsewhere need adjusting here: opening hours are regulated and Sunday trading is largely restricted, the market is shaped by highly efficient discount formats, employment law and employee co-determination play a bigger role, and commercial leases often run for many years. On top of that, regions differ considerably. A good location strategy and a clear operating model therefore matter even more than usual.
Do you work on site or remotely?
Sparring and exchange work well remotely. Where locations, teams and day-to-day operations are concerned, being on site is often worthwhile – we agree on that case by case.
Does franchising still play a role?
Yes – as one of several ways to grow. Whether franchising, company-owned stores or partner models fit better is often the first question in any expansion, including market entry into Germany.
Let's talk.
I welcome conversations with entrepreneurs, retail decision-makers and companies planning their next step in Germany.