Executive Board Member — COO/CIO | Corestate Capital Holding S.A. (listed) | 2021 – 2024 EUR ~20bn AUM | ~900 FTEs I 11 countries | BaFin & CSSF regulated 1. Strategy and P&L Developed and implemented new strategy, full P&L ownership and end-to-end platform accountability for a €20bn pan-European Real Estate Equity business — encompassing regulated and unregulated fund structures, corporate functions (HR, IT, Legal & Compliance, ESG, Transformation), and investor governance. 2. Board Roles/Non-executive Roles Represented the platform at board level across key subsidiaries — Supervisory Board of Hannover Leasing, Boards of Directors of STAM Europe (France) and HFS (Switzerland) — ensuring governance alignment and stakeholder confidence throughout the restructuring. 3. Restructuring & Value Creation Executed a comprehensive financial and operational restructuring of a €20bn AUM platform under severe market dislocation — including a €500m debt/equity swap, targeted M&A and asset disposal processes, and full organisational realignment to restore enterprise value and investor confidence. 4. Investment Lifecycle Maintained single-point-of-accountability across the full value creation chain — Fund Management, Transactions, Investment & Asset Management, Property Management, Project Development, and Investor Relations — functioning as the primary interface for management, partners, and investors. 5. Operational Turnaround and Transformation of core business Delivered a structured operational turnaround and cost efficiency programme alongside a disciplined asset workout across the European portfolio — including 700+ FTE reductions, entity wind-downs, and subsidiary disposals — stabilising cash flow and positioning the platform for strategic exit.

Executive Board Member| Drees & Sommer SE | 2020 – 2021 ~5,000 FTEs | EUR 550m+ revenue | ~20 countries 1. Held board-level accountability for international growth, transformation, and corporate development at a leading European professional services and engineering consultancy. 2. Designed and implemented a scalable cross-border operating model and organisational structure proposal to support accelerated platform expansion across Europe — establishing governance frameworks and leadership structures fit for continued international scale-up. 3. Maintained full accountability for corporate functions spanning HR, Finance, IT/Digitalisation, ESG, and Legal & Compliance; architected leadership and talent frameworks to strengthen succession pipelines and board-level governance across the platform. 3. Drove digitalisation agenda and operational efficiency initiatives across the European platform; developed and embedded ESG strategy at company level.

Member of the Management Board & Managing Director Germany | Jones Lang LaSalle SE (NYSE) | 2013 – 2020 ~4,000 FTEs in DACH and Nordics | 8 countries I EUR 280m+ revenue, I ~ 1,500 FTEs Germany 1. Held dual P&L and people/organisational accountability as Management Board Member for Germany and CHRO DACH & Northern Europe — across revenue, operations, talent, and platform development; active member of JLL's Global Transformation Program (~93,000 FTEs, 80 countries, USD 16bn revenue). 2. Tripled German revenue through disciplined organic growth and M&A — diversifying into non-transactional, recurring business lines to improve margin mix and revenue resilience; held direct P&L accountability across Capital Markets, Leasing, Valuation, Property & Asset Management, and Advisory/Corporate Solutions. 3. Supported 7+ acquisitions across EMEA during tenure — including bolt-on integrations — with direct responsibility for operational integration, PMI execution, and value capture across multiple German and international subsidiaries. 4. As part of AIM2020 Global Transformation Programm of JLL architected and delivered end-to-end organisational transformation across Northern Europe and EMEA — digitisation (e.g. Workday, PeopleSoft, Salesforce, Yardi), shared services establishment, and new target operating model across 13 countries — reducing process time by 25% and driving sustained margin expansion. 5. Developed and embedded a holistic talent and leadership framework encompassing succession planning, performance and reward systems, and cultural change — engagement +25%, bench strength +40%, voluntary turnover significantly reduced. 6. Led targeted workforce restructuring and organisational rightsizing across 8 countries; served on Supervisory Board of JLL Switzerland AG and held governance responsibility for Corporate Real Estate Management and ESG across the Northern European platform.

CHRO Northern & Eastern Europe** | DTZ (Cushman & Wakefield) | 2011 – 2013 ~2,000 FTEs | 6 countries | Two successive ownership changes 1. Held senior HR leadership across 6 countries through a complex, transaction-driven environment — managing workforce transformation and operational continuity across two successive ownership changes (UGL acquisition; USD 1.1bn sale to TPG/PAG/OTTP). 2. Led end-to-end HR across Germany, Poland, Czech Republic, Slovakia, Hungary, and Sweden — covering talent acquisition, performance management, compensation, and organisational development throughout sustained corporate uncertainty. 3. Executed significant workforce restructuring programmes following ownership transition — ensuring compliant, commercially disciplined headcount reduction across multiple jurisdictions while maintaining business continuity. 4. Assumed interim leadership of Property & Shopping Center Management during the post-sale transition — demonstrating operational breadth beyond the HR remit and ability to stabilise business-critical functions under pressure. 5. Navigated complex multi-jurisdictional employment law, stakeholder management, and change communications across a high-pressure M&A environment; built the organisational foundation for subsequent sale into global real estate platform.

Director | Head of Recruitment, Development & Training | Deutsche Börse Group | 2001 – 2009 ~3,500 FTEs | 6 countries 1. Held strategic group-wide HR leadership partnering directly with senior management to align people strategy with Deutsche Börse's international growth and M&A agenda across capital markets infrastructure. 2. Built international talent pipelines and leadership development frameworks to support rapid expansion across Frankfurt, London, Luxembourg, Prague and USA — including succession planning structures calibrated to a highly regulated, capital markets environment. 3. Led HR workstreams across multiple complex M&A and post-merger integrations — Eurex Zurich, ISE New York (USD 2.8bn), CBOT Chicago, Clearstream, and entory AG — ensuring people continuity, cultural alignment, and value capture through each transaction cycle. 4. Delivered a two-year Clearstream integration programme — structured workforce consolidation, targeted redundancies across jurisdictions, and full outsourcing of the securities settlement process to Prague. 5. Partnered with business leadership on efficiency and digitalisation initiatives; contributed to strategic planning workstreams at ExCo level.

Diploma in ‘Betriebswirtschaftslehre’ (Business Administration)

Johann Wolfgang Goethe Universität

2001