About Myself
My education included an Executive MBA (University of Toronto), thorough management training at the Malik Managementzentrum in
St. Gallen, international systemic consulting at Königswieser and Network, and psychosocial counseling and mediation.
I have gained more than 25 years of leadership experience by launching three new business units, plant management, marketing and sales and 11 years of bottom-line responsibility for 1.000 employees in 8 plants.
The last experience with the insolvency of the company was very tough. However, for my customers, this can be a valuable background. I have always been grounded, and therefore the fall has not been so deep. I am free for new challenges now.
My principles
Integrated
You can compare a manager to an expert juggler. You have to keep all the balls in the air, and everybody watches you. Strategy and marketing, organization, human resources, operational excellence, and financial KPIs are part of one system, and someone must not overlook any critical environment factor.
An enterprise, a plant, an organizational unit is always a system, and a thorough understanding of this system is vital to make the right interventions.
Goal-oriented
Only results count in management. A clearly defined assignment and precise objectives are essential. Together, with the client, we set goals according to the SMART-rule (specific, measurable, ambitious, resourced / realistic, time-bound).
Quality first
Satisfied customers are a significant asset for any company. Unfortunately, the balance sheet cannot show this. The fact is that costs for complaints, rework, etc. are enormously high. By raising the quality and eliminating these costs, everyone is served better, and the employees are proud of their performance.
Structured
Plan-Do-Study-Act (PDSA) is ultimately the only correct approach to solving problems. What is important is the "P" and thus a systematic actual analysis, evaluation and action derivation. There are some simple and complex ways to identify the main levers. Wozabal Consult will help you in finding that bottleneck or constraint.
If measures are defined, they must be implemented quickly and in a structured manner. Depending on the topic, you then can see in a few days and weeks or at the latest after 1-2 years whether the measures were effective.
Hands-on
At that shop-floor, there are the employees who generate the added value for the customers. Here, ultimately, the truth is to be found, and the changes come visible. Here you create the necessary urgency for change and results emerge. There is also a lot of experience with the staff at the base.
It is therefore essential to reduce meetings and elaborations to a necessary minimum. Better 80-90% implemented quickly than 100% in 2-4 years.
Respectful
Every person is valuable and must be treated with respect. Above all, sufficient information is vital. Furthermore, one should not underestimate the fellow human beings. Often we do not listen to many workers in the company, but at home, they organize clubs, plan holidays, build a house and manage a household.
Appreciation also means to challenge each other. You see the potentials in others and help them to grow. Everybody can do better and improve himself - however, this has to start with oneself.
Open communication
Trust in consulting is essential. I always see myself as a sparring partner of the client. My experience is that the employees value it immensely, even if you called the problems by name.
In coaching executives, it is again important to clarify who communicates individual topics and the means of communication.
Networking
My absolute strength lies on the whole and the Systems in general, although I also have worked a lot in details. However, I know my limits on some topics, and therefore I have a network of already proven partnerships.
On the one hand, I use these partners as my sparring partners in the consultancy and, on the other hand, I also offer to handle individual topics or projects together. Only this way Wozabal Consulting can provide a holistic solution.