In a world characterized by technological innovation, economic uncertainty and social pressure, boards that think strategically, communicate openly and act responsibly are in demand. Taking on responsibility is not a new role for me, but a conscious decision. After many years in the fields of management, consulting and corporate development, I trained to become a certified supervisory board member. Why? Because I am convinced that in times of great upheaval, a good board makes the difference between stagnation and change, between risk and opportunity.
Today, a supervisory board is much more than just a supervisory body. It is a strategic compass, a critical sparring partner and a source of inspiration. This requires personalities who think independently, communicate clearly and are open to change. It is not just about assessing risks and interpreting figures. It also requires the ability to actively shape future topics. Digitalization, sustainability, transformation, leadership culture and diversity are not just buzzwords, but key levers for a company’s competitiveness.
I contribute operational know-how and strategic thinking. Above all, however, I have the courage to address uncomfortable issues. It is important to me to engage in constructive discussions, ask clear questions and deal intensively with the specific challenges of a company. My understanding of the market, my strong communication skills and my solution-oriented way of thinking help me to do this. My focus is on sustainable corporate management, clear structures and an attitude that empowers people.
The values of integrity, loyalty, transparency, independence and a sense of responsibility form the basis of my work. I am convinced that only those who act on this basis can gain the trust of all stakeholders – a key prerequisite for sustainable corporate success. This also includes close and honest cooperation with the management. Supervisory boards should be sparring partners, not a stage for vanity. It’s about asking questions that get things moving. Giving impetus that has an impact. And supporting decisions that are well thought out and sustainable.
I have first-hand knowledge of the challenges in the fashion, luxury and lifestyle sector. The recent insolvencies of traditional stores such as Görtz, Gerry Weber and Peek & Cloppenburg show how important it is to take strategic countermeasures at an early stage. The world and customer behavior have changed – and with it the demands on management and control. Especially companies that are repositioning themselves or undergoing a transformation benefit from an external perspective that combines market knowledge, speed and a deep understanding of operational realities.
A good supervisory board combines analysis and attitude, expertise and knowledge of human nature. Successful companies need boards that take responsibility – with competence, empathy and a forward-looking approach. I consider it a valuable task to be able to contribute as a member of the Supervisory Board.