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

Driving innovation and change is the key challenge for all companies. To push people out of their "comfort zone" is not easy but urgently necessary.

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

After 10 years as an executive in the insurance industry I looked for a change in the Crédit Agricole Group. With outstanding results on the local German level the Shareholder asked me to join the Corporate Team in Paris. Responsible for the Strategic Marketing I pushed innovation and digitization on Group Level. This brought me in a further step as Chief of Digital Transformation to our Retail Bank in Italy, Crédit Agricole Italia. After 9 years abroad I went back to Germany as Chief of Operations and Insurance to innovate and digitize the back office activity of the consumer finance arm.

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

For sure there are a lot of meetings about projects, innovations or new technologies. On the other side it's important to always block time for unforeseen topics or strategic reflections.

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

Business success is well accepted but business networks are more important in your professional life.

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?

When I started my business career I read an important book by Samy Molcho about body language. I still profit from this lovely book.

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

A clear profile is necessary and furthermore dedicated training sessions. Management rules, behaviour and responsibilities should be clear.

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

One upon a time when I started a new leadership experience my boss asked me to fire one of my managers. For him this guy was a low performer. After 2 years of common efforts the same guy was one of the best all over Germany. This success was built on trust, experience and a common motivation.