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Skilled in People Management, Organisational Transformation, Data Analytics, Storage Area Network (SAN), Enterprise Software, Partner Relationship Management, Storage, and Go-to-market Strategy.
Director PreSales Germany & Austria
People Manager with disciplinary responsibility
Director PreSales Cloud & AI Germany
Forming a PreSales Organisation for Infrastructure, Cloud and Ai business. Growing and winning customers in the holistic solution stack
Developing PreSales Organization and Individuals
Building Customer centric technology messaging
Public speaking & Media Coverage
May 2018 – December 2020
People Manager with disciplinary responsibility
Focus on customer centricity, transformation towards new solutions and optimizing Sales coverage
Business Planning & Coverage Model for Central Region
Aligning the regional needs to achieve an agile and customer consistent coverage
White spacing to increase cross-sell
Increase up-sell in existing customers
Public speaking & Media Coverage
Acting Regional Vice President Central Region
Turn around revenue decline, catching up Q1, overachieving H1 and introducing Sales methodology
Turning Account Review in Account Planning with increasing pipeline outcome
Positive Deal Planning, Close Planning and Reverse Timelining
Hardening deals by Deal Classification with MEDDIC & DeRISCC
October 2003 – April 2018
People Manager with disciplinary responsibility
Focus on measurability, transformation and new models for customer. Challenging status quo to address new marketsand extend portfolio adoption.
From a static into an agile organisation
Introducing and Managing KPIs
Developing Business Models for Customers linked with the Hitachi sales and financial strategy
From Capex to Outcome based Offerings
Coaching Challenger Selling and addressing Challenging Buyers
Restructuring Setups and optimizing teams
Optimising Organisations to a High-Performance Culture
Driving Optimization and Efficiency
Developing Employees in subject and hierarchy
Ensuring adoption of New Technologies in Sales campaigns
Increasing Adoption of New Technologies
Guiding to Challenger Selling
SWAT UCP & FCS Germany
People Manager with disciplinary responsibility
Focus on extending the adoption rate & portfolio coverage for customer and moving the value chain to a problem solver / trusted advisor
Business Planning for Segments
Developing and Executing Campaigns for Segments
Coverage Models for German Channel Business
Developing Business Models for Customers linked with the Hitachi sales and financial strategy
Changing teams to economic selling (TCO, ROI)
Restructuring Setups and optimizing teams
Ensuring adoption of SWAT Products in Presales
- UCP (Converged Solutions for SAP, VMware, Microsoft, Oracle)
- FCS (File and Content Solutions))
Integrating SWAT Products in customer solutions by Account Teams
Intensifying relation to C-Level Executives and decisions maker
5-10% Revenue Growth YoY each year
Complete Portfolio Coverage in Sales Campaigns by Account Teams
UCP – Converged for SAP / VMware / Microsoft / oracle
File & Content Solutions
Data Protection & Archive
Manager Presales Strategic Accounts
People Manager with disciplinary responsibility
Focus on covering retention customers and maximising the wallet share. Creating demand models for development accounts to increase customer preference.
Business Planning for Segments
Planning Campaigns for the Top50 Accounts in Germany
Aligning Teams and Accounts
Planning Resources versus effort and revenue
Generating Solution Sets for specific and
Linking with decision makers in upper management
Developing an localised Economic Reporting methodology for Hitachi IT projects
Integrating new Line of Business into customer perception
10 – 15 New Customers in the Top 200 Segment
Economic Studies in 20+ Accounts
Development of a as a Service / Cloud Purchase Model (Model-T)
Transform Presales to a Technical Sales Community
Aligning Sales and Presales
Presales Team Leader Germany North
People Manager with disciplinary responsibility
Building a structure of technical sales persons. Developing the organisation to technical account managers and founding the principles of splitted account team responsibility.
Structuring a regional team
Strongest growing Region on Germany
Responsible for Frankfurt, Dusseldorf, Hamburg and Berlin
Acceptance of Presales Model in Sales
Global Technical Account Manager Vodafone
Turning Vodafone from prospect to customer with global customer coverage and adequate technical and sales processes. Managing indirectly multi country organisations.
Extending and Maintaining Global Relationship to Decision Makers in Global Organisation and the Countries
Aligning HDS teams to the strategy of the customer
Developing Vodafone from Acquisition Account to Customer
Winning Vodafone as a New Customer
Selling 1PB+ Enterprise Storage in Eire, UK and Germany
Covering Deciders in different counties like UK and Germany
Presales Technical Account Manager
Developing and executing campaigns to find and win projects.
Transforming customer Problems in HDS Solutions
April 1999 – September 2003
Rheinmetall Informationssystemen / IBM Mittelstand
Storage, Web and Security
OS/390, UNIX (AIX, Linux)
Architecture Server Solutions for SAP
Planning and Introducing SAN Solutions
June 1997 – March 1999
Aachener und Münchener  Lebensversicherung / Aachener und Münchener Informatik Service
June 1997 – March 1999
Architecture and Developing Customer Solution
Analysing and Optimising Workflows
Thoughts – Sascha Oehl
Presentation & Public speaking
Sometimes a customer or a prospect gives us a gift, he donates some of his lifetime to listen to us. He decided to do so instead of going home to his family, instead of drinking coffee with colleagues, instead of just browsing the Internet and buying things he needs.
How do we work in such a situation? Is this a business as usual situation, slide deck d-84 of the just downloaded material or even worse, a go in unprepared situation? Honestly if we think so we should consider to simply cancel the meeting OR change our mindset.
If we appear in such a meeting, we have the chance to change the world a bit. We can change the view of a person, the way this person acts and the future by changing the decision he is going to do.
If we want to have an effect we cannot start with the slides, we have to be curious about the persons in the meeting, who are they, where are they coming from, what do they want to achieve, what motivates them every day. If we understand this, we can understand what of our package generates values to them.
Maybe we just know the market better, because we see more different companies, and we can deliver insight what challenges and obstacles they can expect driven by the market or on the journey to their specific targets. Often, we can deliver insight that they were not even aware that they need it, but when we link it properly to their goals this turns into value.
This is also true if we have the task to show technology or solutions. If we preselect what fits to the specific journey and where these pieces help to achieve these targets more efficient, faster or with less risk this can generate this link, too.
Even if we have a large audience where we not know anyone at all we can use this logic combined with good assumptions to make our public speech more related to the audience. There is an easy way to analyze, understand and adjust to maximize results.in a given environment.
Sales & Presales management
Hopefully you have never experienced what most people have. You made an incredibly good job; you are proud of your achievements and you have gone further than usually related to your role. Your expectation? Someone coming over and thanks for what you did., maybe even combined with a reward. and reality? Most likely you hear nothing, no one will take notice or feel it's relevant to link the achievement with your engagement, in many companies it is even worse, you will then have to justify the hours you worked, why you haven't answered all the mails in parallel and so on. If appointed leaders sometimes find themselves in such situation, we understand that people in our responsibility probably sometimes feel the same.
This brings us to the fundament pjs of real leadership. Quite often the leader is just the person standing for the combined achievements of a team, mostly the number they made. But this is not leadership. The leader is in front of the people, he sees and recognizes efforts and he say thank you. A leader also understand that he cannot directly change the way he is treated in a company, but he can set code how people operate in his team or department and how he operates.
To grow a team, to grow a company substantially and over a longer period it is needs more than a few good decisions, it needs investment in the people, time, effort and money a leader spends to understand, develop and to put the right people to the right position. In sports this is a no brainer, this is what we naturally expect from the trainer, so why not in business? The logic is almost the same. You got defined resources, you can make changes in a given way and you are responsible for how you use the people to achieve the goals.
And here is the point where a natural separation appears between leaders who has been appointed and leaders who are leaders... and are appointed., natural leaders.
Natural leaders know that the generate the setup for success and this includes give directions in a clear way and train the people even if not appreciated. Again, like sports, if the coach cannot articulate what the team should do, and what every single individual should do the team will not play according to the plan. If a sportsman stops training, because it is so hard, it's not a real competition is whatever reason, his capabilities will start decreasing immediately, not really measurable in the beginning, but without any questions over the time.
Combined with a set of well-developed material and processes it is possible to understand, develop and leverage the capabilities and increase the business benefits of a given organization.
A key responsibility in management is the development of the team. Obviously, we take care hiring people and asses the skills and capabilities. And let’s face it, regardless how good your hiring process is, people can always grow…
As you run your business you understand the changing needs in capabilities. Customer requirements change. Technologies evolve. Market demands refocus. Now it’s on you to understand those requirements and ensure you have the right weapons for success.
Maybe you need to develop more technical skills in a certain area. Or you need to develop more business skills to convince your customers. And mostly you need to improve soft skills to drive smoother.
And here comes the coach. As a coach we need to understand the capabilities of our employees – the obvious and the hidden ones.  We need to understand what drives emotional success experience of the individual.
Now we are back on hiring. Hiring diversity gives more options of development, more different levers for success, more fun. With diversity hiring we have now the capabilities to develop the team and grow for success and fun.
Planning kicks in as we develop a plan how to grow from the stable ground, the fundament of current success, to the desired state of the future. And let’s be clear. This is not something you can force or simply order. Usually it’s good to be very transparent with the team about the future needs. Be clear on where you are changing. Be the first in the change. There will be talent willing to make the transformation and do a change, too. Consider this person very seriously.
Usually willingness beats capabilities. Someone willing to grow will work hard to make the change a success. Someone unwilling to change will not leverage the capabilities. Let the willing person go first. Back the person. Celebrate successes. And lead the way in the change.
Show me the money
Transform into aaS 1/3
Transform into aaS 3/3
Whiteboarding - From NOW to TOMORROW
Let's talk about risk
Transform into aaS 2/3
Do you want a POC? ... or two?
Whiteboarding - Build the Playbook
Whiteboarding - Closing - Why go the hard way (Why Change, Why Us, Why Now)
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