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"If I build a culture where people feel empowered, each individual can learn and contribute more value every day. That growth, in turn, creates new opportunities for others, establishing a self-reinforcing principle."
Looking back
I grew up obsessed with technology and how things worked, but I didn’t see it as an obvious career path. I guess an early clue was that I was always finding ways to improve things by explaining complex concepts to others. As early as high school, I tutored other students, and in university, frustrated by dull presentations, I created a series of workshops to improve their lectures. I guess I’ve always had a lot of self-initiative, hustle, and a desire for unconventional solutions. Plus, there’s no better learning experience than guiding others.
I completed a PhD in Quantum Physics but decided academia wasn’t for me. Discovering tech consulting opened up a whole new professional world. Here, I could be paid to delve into the topics I loved and explain how things worked for businesses. The spark was lit.
I joined P3 (later umlaut) and quickly got involved with the Airbus A380 project. In this role, I expanded my ability to explain complex ideas to multiple stakeholders, in this case, with the electrical systems. Working with German and French teams on the Airbus project, I had to navigate the cultural dynamics involved.
I learned a lot about people and culture and how essential it is to nurture them. You can’t eliminate cultural differences; you must figure out how to bridge the gaps so things can work together. Nowadays, I'm obsessed with how technology works and the mechanics of teams and organizations. I see my role at Räuberleiter as synergistic with this mindset.
I completed a PhD in Quantum Physics but decided academia wasn’t for me. Discovering tech consulting opened up a whole new professional world. Here, I could be paid to delve into the topics I loved and explain how things worked for businesses. The spark was lit.
I joined P3 (later umlaut) and quickly got involved with the Airbus A380 project. In this role, I expanded my ability to explain complex ideas to multiple stakeholders, in this case, with the electrical systems. Working with German and French teams on the Airbus project, I had to navigate the cultural dynamics involved.
I learned a lot about people and culture and how essential it is to nurture them. You can’t eliminate cultural differences; you must figure out how to bridge the gaps so things can work together. Nowadays, I'm obsessed with how technology works and the mechanics of teams and organizations. I see my role at Räuberleiter as synergistic with this mindset.
Looking forward
What attracts me most to potential portfolio companies is the people. I want to work with those who are eager, take initiative, follow through, and aim to achieve something meaningful while treating others fairly.
We’ve also said we want people willing to go the extra mile—people who don’t just talk about what doesn’t work or avoid responsibility. Sure, there are people like that, but I want to collaborate with those who are focused on growth, willing to take chances, and who, in doing so, create opportunities for themselves.
There’s a lot of talk about fostering a "fail-fast" culture in this space, but I believe it goes beyond that. I want to collaborate actively with leaders to create a culture-first atmosphere. This doesn’t mean encouraging employees to make mistakes deliberately, but it’s essential to be prepared for them and not to punish people when they occur. People lose the courage to take risks without tolerance for mistakes.
Brand building is another aspect. How people identify with the brand is a significant marker of positive engagement, good for both retention and attracting the right new talent.
Ultimately, my goal with Räuberleiter is to use these insights to drive and facilitate growth and transformation across our entire portfolio.
We’ve also said we want people willing to go the extra mile—people who don’t just talk about what doesn’t work or avoid responsibility. Sure, there are people like that, but I want to collaborate with those who are focused on growth, willing to take chances, and who, in doing so, create opportunities for themselves.
There’s a lot of talk about fostering a "fail-fast" culture in this space, but I believe it goes beyond that. I want to collaborate actively with leaders to create a culture-first atmosphere. This doesn’t mean encouraging employees to make mistakes deliberately, but it’s essential to be prepared for them and not to punish people when they occur. People lose the courage to take risks without tolerance for mistakes.
Brand building is another aspect. How people identify with the brand is a significant marker of positive engagement, good for both retention and attracting the right new talent.
Ultimately, my goal with Räuberleiter is to use these insights to drive and facilitate growth and transformation across our entire portfolio.
Personal side
Tech enthusiast / Problem solver / Maker, tinker & smart home hobbyist / Triathlon, nutrition and health enthusiast / Father of two / Social butterfly
