Every transformation hits the limit its own leadership has not yet crossed.
I work alongside those who decide. Moving that limit is the real work — and it does not start with the team or the process, but already where your decisions are made.
I stay in what you would otherwise face alone. I say what serves you. And I keep at it until what actually moves you and your organization forward becomes visible.
What we work on together.
Three fields where it becomes visible whether change is actually being led.
Deciding under uncertainty
When you have to act before all the answers are in — and data, experience, and frameworks reach their limits.
Making behavioral dynamics visible
Recognizing patterns that quietly block change.
Leading under pressure
When the system evades — and you carry responsibility.
Sparring — A second pair of eyes. No filter.
Sparring is friction with substance — an outside perspective that pushes back, contextualizes, and takes a position. Not just a mirror showing you what was already there.
For C-level leaders who need real engagement — not affirmation, and not a pure reflection exercise. I bring my own opinion, my own ideas, and my own experience to the table — not so you feel affirmed, but so you can decide clearly again, out of paralysis or haste.
A limit is not a weakness.
But it does not move on its own.
Filtered information. Avoidance dynamics. Unclear incentives. These are structural patterns – and they hold leaders exactly where they stand. I make them visible and work with you to shift them.
No drama. No moralizing. With the clarity of someone who knows the system from the inside — and can look at it from the outside.
Three perspectives. One understanding.
Transformation doesn’t happen inside individual functions.
It happens – or it gets blocked – in the interplay between them.
Behavior
Status, loyalty, fear of losing control – these dynamics act quietly, but with structural consequences. Ignore them, and you decide with blind spots.
Structure
Organizations don’t respond to appeals; they respond to incentives. Transformation rarely fails on strategy – it fails on unclear ownership and accountability.
Power
Who actually decides? Who is heard, who is bypassed? Power is the invisible layer that carries every change or tips it over – depending on whether it is looked at honestly.
How I think.
The latest pieces on behavioral dynamics, leadership under pressure, and decisions under complexity.
Letting Go of the Good — why meaningful is not the same as right
The hard decisions are not the ones against something wrong. They are the ones against something good that is holding you back at the same time.
Between Enduring and Acting
Tolerance for ambiguity appears in almost every competency model. It measures a threshold: how long someone can endure an unresolved situation.
Between Conformity and Resistance
Development is sold as a one-way street: open, curious, brave, always forward. But agility needs two directions — taking in and turning away.
25+ years. Inside the system, working on the system.
My background is unusual:
information technology, leadership in large organizations, university teaching, founding my own companies — and psychotherapeutic training that has shown me how behavior in organizations actually changes.
Executive Sparring PartnerCurrent
Nusselt Management GmbH
- Sparring with C-level and senior leadership on decisions beyond standardized frameworks.
- Working on the behavioral dynamics that block transformation — with the person who decides.
Strategic AdvisorCurrent
Nusselt Management GmbH
- Advising transformation initiatives to eliminate blind spots efficiently and effectively.
- 2026: built Transformation Intelligence — a score that checks whether leadership communication enables transformation or prevents it.
Completed positions (7)
Founder — spannungsRAUM®Ended 2026
Proprietary framework — no longer offered
A framework that helped leaders deal with tension productively, so that better decisions emerged.
I ended it — the thinking continues in the sparring work, the brand does not.
Psychotherapy practitioner
(Heilpraktiker für Psychotherapie, German legal title)Practice closed 2026
Private practice — closed in 2026 in favor of advisory work. The licence remains in force.
The practice sharpened my understanding of behavior under pressure and behavioral change.
I closed it to bring that competence fully into my advisory engagements.
Lecturer — Responsible Leadership & Innovative HR ManagementEnded 2025
OST — Eastern Switzerland University of Applied Sciences, St. Gallen
Founder & Managing PartnerEnded 2022
lern:ma! GmbH & Co. KG
I initiated and scaled business models — and shut some of them down again, e.g. when it became clear that shared direction at the execution level was missing. The lesson: a shared vision does not replace a shared way of working.
Lecturer — Innovation, Digital Technologies, LeadershipEnded 2023
Macromedia University of Applied Sciences, Munich
Team Lead · Project Manager · Change & Transformation LeadEnded 2019
Siemens AG
- Led large-scale transformations across systems, processes and organizations.
- Reduced disengagement in the area of responsibility from 15 % to 6 %.
- Co-founder and scaling of an employee-driven initiative — 1,000+ people, 17 countries.
- Shaped change under cost pressure and reorganization without sacrificing engagement or stability.
Apprenticeship — IT Systems Specialist (IHK)Completed 2003
Brodos AG
Further training & licenses
Artificial Intelligence: Implications for Business Strategy
Leadership in an Exponentially Changing World
Psychotherapy practitioner (Heilpraktiker für Psychotherapie) — focus areas: behavioral change, resilience, and mental flexibility. The licence remains in force; the practice was closed in 2026.
Project Management (Level C), Leadership & Talent Programs
Where else you’ll find me.
A talk with friction.
No motivational speech — case material from 25 years in organizations, aimed at what actually hurts, and where you can act on it.
→ Get in touchBefore we talk.
What does a first conversation look like?
Direct. No sales pitch, no pre-meeting before the pre-meeting. 30–45 minutes in which you sketch your situation and I tell you whether and how I might fit. If not, I’ll suggest someone else where possible.
How long does a sparring engagement run?
From single sessions to engagements over several months. A typical engagement runs three to six months, with sessions every two weeks or once a month. Form and frequency follow your reality, not a standard package.
What distinguishes sparring from coaching or traditional consulting?
Coaching works primarily on you as a person and your patterns. Traditional consulting delivers concepts and solutions. Sparring works between the two: I question your hypotheses, take my own position, and give back what people inside the system can no longer say. You decide — I neither take over your responsibility, nor sell you a concept. What remains is your own, sharpened position.
When do I work with you personally — and when through Nusselt Management GmbH?
The dividing line is not the format, it is who the subject is. Personally, when it is you: you carry a decision, and you need someone who contradicts you. That is sparring — here, with me alone, no team behind me. Through the company, when it is your organization: a team, a reorganization, a software rollout, a leadership programme — including when that turns into coaching for individual leaders. There I work with a network, there you get workshops, engagements and longer accompaniment. In short: here it is about your decision. There it is about your organization. If the first conversation shows it is the other one, I will tell you.
How is confidentiality handled?
Standard. Anything from our conversations stays between us. On request, we put it in writing. C-level engagements are never referenced by me unless you give explicit permission.
When is sparring not the right format?
If you’re looking for a solution that someone else delivers: you need an advisor. If you want to work on personal patterns that are not primarily about your role: you need a coach or a therapist. If you only want to be heard, without anyone creating friction: you need someone other than me.
What happens after our first conversation?
If both sides see a fit, I’ll send you a lean proposal within one or two working days — format, frequency, commercial terms, data protection. No 40-page decks. You decide whether to start.
What others say about working together.
These voices come from workshops, teaching and advisory work – not from sparring engagements. Those I do not reference.
When we plan something, I will certainly think of you. Your workshop was a complete success.
Alex offered innovative perspectives and solutions tailored to my business challenges. Reliable, empathetic, and committed – I look forward to future collaborations.
Alex has a unique ability to bring people together around a common purpose and to sustainably energize a group around a vision. Incredibly inspiring to work with.
One of the best managers I have worked with — he understands people, gets the best out of them, and makes excellent decisions in difficult situations.
He wins people over for change — empathetic and convincing, he inspires and carries them along.
You carry responsibility – and want to know where in the system to act.
Then let’s talk. No preliminary call. No pitch. A direct conversation.