Profile

Competence requires breadth.

Meeting major challenges requires the ability to listen carefully, explore old problems and new solutions simultaneously, communicate insights so that they become applicable, and understand the conditions under which action truly has effect.

Over the past 20 years I have developed exactly these four capabilities in equal measure – practice at Porsche Design, research and teaching at the University of St. Gallen, and consulting independently.

Porsche Design

Pricing · Range · E-Commerce · Marketing

Practice

2006–2010

University of St. Gallen

Management research · MBA · Publications

Research & Teaching

2010–2017

Independent

Analysis · Structuring · Project management

Consulting

2018–2026

Mindset

Impact often lies behind boundaries.

Practice

Beyond Silos.

Problems in everyday business life rarely sit within one department. They sit between them.

Research

Beyond Discipline.

The most valuable insights emerge where two fields overlap – and each only sees part of the picture.

Teaching

Beyond Classroom.

Knowledge that stays in the lecture hall helps no one. Teaching has to carry into everyday life, or it was just entertainment.

Consulting

Beyond Frameworks.

Frameworks are useful as long as the problem fits the form. When it doesn't, no framework helps – only judgement does.

Focus Areas

Four ingredients for impact.

Impact starts with genuine market understanding – and the will not merely to promise differentiating performance but to actually deliver it.

Both require talent: the ability to recognise the right thing and to execute it. Today technology adds as a lever. That is why I engage with all four fields.

Books & Journals
Marketing Review St. Gallen 1/2012

Coordinator

Marketing Review St. Gallen,
2012

The Management of Luxury (1st ed.)

Editor

Kogan Page,
2014

Marketing Review St. Gallen 2016

Coordinator

Marketing Review St. Gallen,
2016

Luxusmarkenmanagement

Contributor

Springer Gabler,
2017

The Management of Luxury (2nd ed.)

Editor

Kogan Page,
2018

Conspicuous Employment

Author

Springer,
2020

Oxford Handbook of Luxury Business

Contributor

Oxford University Press,
2022

The Student's Research Companion

Co-Author

Oxford University Press,
2023

Affiliations & Collaborations

Past and current collaborations and project experience, not authorised endorsements. All brands are the property of their respective owners.

Services

How I can help

How to work together

Starting a collaboration

01

First Contact

A brief conversation to assess whether and how a collaboration makes sense.

02

Framing

Shared understanding of the question, the context, and the real requirements.

03

Conception

A clear approach – method, depth, and scope aligned with the initiative.

04

Execution

Analysis, structuring, results – with the ambition that it actually works in practice.

FAQ

Frequently Asked Questions

Primarily when complex questions need to be structured, contextualised, or set up anew. The challenge often lies less in a lack of ideas than in the absence of a robust orientation.

Depending on the project, collaboration ranges from strategic conception to concrete implementation. The focus is always on connecting analytical clarity with practical applicability.

Primarily organisations that want to address demanding topics with care and a long-term perspective. Sector or company size are usually less decisive than attitude and level of ambition.

No. Many projects begin in situations where there is pressure to act or development potential, but the actual question still needs to be sharpened.

No. The underlying themes – positioning, quality, consistency, decision-making capacity, and market understanding – are relevant well beyond classical premium industries.

Usually in close coordination with existing teams, managers, or project owners. The aim is to create orientation, reduce complexity, and develop robust decision-making foundations.

Yes. Particularly when there is no genuine willingness to engage with the actual question, or when only a formal legitimation for decisions already made is being sought.

An initial conversation serves primarily to build shared understanding of the starting point, the dynamics, and the objectives. It usually becomes clear quite quickly whether a collaboration makes sense and in what form it could be helpful.

Contact

Start a
conversation.

Whether a concrete enquiry or a first introduction – a brief conversation usually shows quickly whether and how a collaboration could make sense. Feel free to write.