The Coach.



Lerning by doing. Learning from the best.



Together with Mike Meiré and Marc Meiré, I founded the agency Meiré and Meiré in the 1980s – one of the first holistic communication agencies in Germany – originating from the avant-garde magazine "APART". With the visionary thinker Mike Meiré at the helm, we broke down the boundaries between communication, design, architecture, and art. Thinking interdisciplinarily, creating disruptions, and doing everything differently from others was our fundamental approach and brought us from scratch highly interesting projects.


Many companies appreciated not having to hire a different agency for each specialized area, but rather having a cross-functional creative agency. Just a few years after its founding, we were Germany's most successful newcomers and advertising aesthetes, or as the Manager Magazin wrote in 1988, "goldfish among sharks". In 1991, the book about the agency "Design is Orientation" was published by Econ Verlag, which I co-authored.


As a partner at Meiré and Meiré, I was responsible as Creative Director for numerous national and international clients and projects for 15 years, including 6 years for the development, market launch, and implementation of the Corporate Design and Corporate Identity programmes of the Mercedes-Benz brand smart in Europe.



In the 1990s, we intensely explored the significance of behavioral patterns and the formation of consciousness in the context of brand management and communication, particularly with the relatively new, interdisciplinary research field of noetics. This field integrates philosophical, scientific, and psychological approaches for a deeper understanding of human perception and the formation of consciousness.


For many companies and brands with their rigid, formalistic identity programs, the new spirit and unconventional ideas acted like a rejuvenating cure. Digitalisation and the internet changed everything. More and more people understood that brand management and communication would no longer function as they had in the past. Staging, energising, and encoding were the new topics.


From a long-standing client relationship with the international change management consultancy eurosysteam emerged not only a personal friendship with the company founder, Gisela Osterhold, but also a more than 10-year collaboration on numerous international change projects and coaching processes. My professional expertise in the fields of communication, brand management, and organisational energy was in demand there.



It was a time when I learned a lot about how change programs work — or rather, how they don't work. Until the turn of the millennium, managers and their consultants were still convinced that attitudes and behaviors could be changed through directives. As a result, many programs and measures to change corporate culture and behavior had little impact. The importance of organisational energy was also underestimated.


In the early 2000s, significant advances were made in neuroscience, deepening the understanding of how thought and behavior patterns are neurologically reinforced through repetition. There was also intensive research in the field of neuropsychology, and the newly gained insights could be applied in transformation processes. It was also recognised that the dynamics within teams can either strengthen or weaken the overall energy of an organisation. This is particularly true in companies and start-ups with flat hierarchies, where leaders are deeply integrated into teams; organisational energy can be a positive driver or a limiting brake.


Overall, this was a development that brought up new organisational models and forms of collaboration worldwide. For me, it was a confirmation in many areas of my years of experience, theses, and practical approaches that I was able to incorporate into numerous projects and coaching processes.



In parallel with my work as a coach and consultant, it has always been important for me to have a creative playground to gain new perspectives and a different view on things.


My love for excellent cuisine and fine wines led me to photography and the editorial design of cookbooks and wine books. The long-standing close collaboration with Mike Meiré and the comprehensive experiences as a Creative Director have greatly shaped my understanding of visual aesthetics, graphic design, and contemporary photography. So, the best prerequisites were already in place.


This continually provides me with diversity and new challenges, ensuring that both hemispheres of my brain work together effectively. And my coachees benefit from knowledge, expertise, and interdisciplinary practice spanning four decades.



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