I have been with grosse-hornke for more than two and a half years. As a Senior Consultant, I manage my own project in the strategy and innovation department of an energy company.
I was initially attracted to grosse-hornke for the way they challenge the traditional model of larger consultancy firms. The smaller team size allows you to directly work with the managing directors on most of the projects, and you never feel like you are just a number. You are working with the client from day one, giving you a lot of responsibility.
What’s more, the team consists of young and ambitious colleagues, which makes working together professional, efficient and fun. Even if we don’t have daily touch points, the managing directors make sure we come together regularly to strike the right balance between training and socialising. Moreover, we are always looking for new talents to bring new energy and perspectives to our team.
Next to the regular change/transformation projects, I have the great pleasure to be managing a virtual community platform project bringing together entrepreneurs, top executives, and business leaders from different industries around the world to discuss challenges and opportunities in the energy sector. Currently, we are looking into the possibilities of moving the community to the metaverse which allows for a new business model.
Being a consultant is not one of the typical answers you would expect from a 7-year-old and it wasn’t mine. My dream jobs varied from being a singer (which I am absolutely not) to being a vet or an architect. At one point, I realized that problem solving and handling more than one task at a time were the most interesting aspects of my professional path.
I studied Business Administration as my Bachelor’s and continued with a Master’s in Law & Economics with a focus on corporate management. My studies allowed me to gain a deep understanding of how companies and the economy as a whole work. With that knowledge in mind, I am able to discuss and advise clients on a variety of topics.
Challenge yourself and the status quo! Finding new ways of working, new possibilities, or undiscovered paths will always be appreciated by your clients, colleagues, and yourself.
“No risk, no fun” or excessive caution? The risk culture shapes the way management and staff behave in projects. How to promote a healthy approach to project risk.
Inspiring goals that motivate your team to top performance: This is what the agile management method OKR promises.
To get off to a successful start, everyone needs to internalize the basics.
Perseverance is required – because the principles cannot be applied intuitively.
When people have lost their motivation, pressure and material incentives are at best short-term. Lasting motivation comes from within. These 4 transformation management impulses ensure that employees return to work with renewed energy.
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