Leadership

More than 20 years of leadership at turning points of business models. Reshaped at every stage: structure, people, offering.

Orientation
Connection
Change

I most enjoy working on something that has not existed before: when systems start to move and the task is to recognize and shape processes of change and leadership.

My aim is results that arise from depth, not from drivenness or a need for control.

Career stages

Leadership

Tom's Hardware

Tom's Hardware · Purch

Principal Consultant, strategic consulting on data-driven marketing for Volkswagen AG and others

Vice President of Communications

Mercedes-AMG

current

Training and further education

My understanding of leadership

Leadership emerges where awareness takes responsibility.

It begins within—in self-awareness, clarity, and courage—and takes effect outwardly when decisions are owned and relationships are shaped.

Mature leadership shows not in titles but in how it deals with tension:

Providing orientation where uncertainty prevails.
Creating connection where structures are missing.
Enabling change where holding on paralyzes.

My strengths in leadership roles

Systemic clarityI recognize patterns and tensions early and use them as levers for development.
Leading from presenceI shape alignment and resonance beyond roles and titles.
Integrative practiceI connect people, perspectives, and disciplines to open new paths.
Contextual intelligenceI move between strategy, structure, role, and depth—and work effectively within each context.

Three cases

Mercedes-AMG Private Lounge

Starting point: Engage customers digitally, but how?
New question: What layers of AMG enthusiasts are there, and what does each one need?
Approach: Layered model from the anonymous visitor through registered fans and customers with a vehicle to the VIP circle of 300 to 400 people worldwide; steered teams from AMG, Mercedes-Benz, and service providers without line authority.
Result: Registrations up from 30,000 to more than 110,000 in three years, around 30% longer usage time.

Tom's Hardware Competence Center (Purch)

Starting point: After the acquisition, the country editorial teams worked in parallel, side by side.
New question: Not “Who covers which country?” but “Who does what best?”
Approach: Subject-matter leadership distributed by strengths (France graphics, Germany motherboards and CPUs with its own lab, the US cases and input devices); articles edited and translated on a planned schedule.

AI rollout at a service provider for the furniture industry

Starting point: Digitalization service provider with around 50 employees: no AI in use, fear of job cuts, future of the business model uncertain. The client asked: How do we go about this the right way, so that it has a lasting effect and brings our people along?
New question: Not “How do we introduce AI?” but “How do we gradually shift our self-image and our understanding of our roles toward AI?”
Approach: Groundwork: bringing people on board, working things out together, and training. Built the understanding that AI is not a tool like the ones before it but overturns several paradigms. Created and facilitated the working model and structure, set up three use-case teams, delivered trainings, coached leaders. What holds it together: the collaboration, the regular rhythm, my neutral role, and the mix of practice and theory.
Result: Interim status: Around 70% of employees use AI, and new services can be offered to customers. The mandate has been running since late 2025.

We appreciate his natural authority and very broad mindset that aims at empowering others, highlighting purpose.

Purch, 2017

He is a true team coach, structured, dependable, intuitive, and a role model for any employer.

ESL, 2018

Measures and decisions were always presented very well by Mr. Schmid and therefore met with very high acceptance.

Mercedes-AMG, 2023