With a systemic mindset and innovative design methods, I support companies in transformation. For over 10 years, I have worked at the intersection of organizational development and human-centered design.

I am often asked: What do these two disciplines have in common?

Organizational Development and
Design are inseparable.

My path into organizational development did not begin in a seminar room, but in a design studio. There, I learned to understand problems from the user's perspective, co-create viable solutions with all stakeholders, and design them to have a lasting impact. To me, design means viewing challenges as opportunities — and shaping them collaboratively so that both people and organizations can grow. Many of these innovations were so new that companies had to adapt their structures to keep them viable in the market — and it became clear: Every product or service innovation also changes the organization behind it.

Today, it's often the other way around: Organizations want to change their collaboration — to become more agile, innovative, and collaborative. My approach: Together, we identify a product or service innovation as a means to an end, allowing a team to experience new forms of collaboration through design methods. A tangible, successful outcome makes these ways of working visible and tangible within the organization — and the team becomes an ambassador for change. The innovation doesn't have to be intended for end-users; it can just as well be an internal service, such as touchpoints along the employee journey.