1. What have you found most challenging as a CEO or executive of a large enterprise?

You have to switch "roles" quite often: motivator, visionary, planner, evaluator...and more. Sometimes even game-changers.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

The truth is: I just followed "my way." I kept the person I am. I built up a strong network. I followed my skills and tried to give them the space they needed - this is the "red thread of my career so far."

3. How do you structure your work days from waking up to going to sleep?

I try to keep special routines: before a day of work comes a good night with enough sleep. I try to play sports regularly.
I use my calendar to structure all the time slots. I am lucky to be quite organized by myself - concerning a certain overview.

4. What's the most recent significant leadership lesson you've learned?

Keep your head up. Be authentic. Keep in touch with your team / employees...

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Book: First 90 Days. It's good to have a plan. And a feeling. But it's always good to check yourself sometimes. So, when I was "between" two jobs, I had breakfast with one of my former CEOs (he is american and loves manger books ;)). He recommended this book. And I just bought it that day. Read it - it'll support you and will give smart advice...

6. How do you build leadership capacity in a large enterprise?

Sharing! This is the most dangerous thing to do - but it also has the strongest power.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

When I get emails from former team-members/employees and end their mail with "miss working with you." it's an honour to read this...