My move from consulting into operational management at Dräger was like being thrown into cold water.

Before leading the 200-person Intensive Care business unit, I had only managed small project teams. Suddenly, I was responsible for a large group of people—and I quickly realized that spreadsheets and strategy decks weren’t enough. I needed to connect.

I spent my first weeks engaging with people across departments—listening, sharing, and building trust. One moment stands out: instead of booking a business-class flight to Japan, I used the savings to charter a sailboat and take my direct reports on a weekend trip. That gesture built connection far beyond any spreadsheet ever could.

The biggest lesson? Leadership isn’t about controlling outcomes. It’s about creating the conditions for people to do their best work. Empowerment beats micromanagement every time.

That experience shaped the way I lead to this day—and remains one of the most formative chapters of my professional life.