Business Successes
Impact I’ve built, not just claimed.
Real business outcomes across M&A integration, brand transformation, demand generation and global partnerships — in B2B tech, IoT and embedded computing.
Merging three national teams into one functioning organisation after M&A
Post-merger integration is where most marketing reorganisations quietly fail — different reporting lines, different tools, different working cultures colliding at once. When SECO’s international structure required marketing teams from three countries and continents to operate as a single, coherent organisation, I owned that integration end to end.
Rather than forcing a single centralised structure, I designed international subdivisions that allowed employees from up to three different countries to collaborate on shared workstreams — combining local market expertise with global brand consistency. This meant building shared reporting structures, aligning KPIs across time zones, and creating a communication rhythm that worked for teams in Germany, Italy, the USA and Asia simultaneously.
The result: a marketing organisation of up to 20 people that functions as one team — not three teams pretending to be one. Resource allocation improved, duplicate work disappeared, and the org chart I built became the group’s first-ever international marketing structure.
Rebranding a 45+ year old international company in 8 weeks
Every company changes over time — but rebranding an organisation that has spent over four decades building brand recognition is a different order of challenge. A new logo isn’t just a design update: it touches every touchpoint, every market, every piece of legacy material still in circulation, and every stakeholder who has grown attached to the old identity.
I led this rebranding with a clear phased strategy: audit every existing touchpoint, prioritise by customer visibility, coordinate design, legal, and regional marketing teams in parallel, and roll out the new identity across web, print, signage, digital campaigns and internal culture — all within eight weeks, without pausing ongoing commercial activity.
What made this achievable wasn’t speed for its own sake — it was sequencing. Knowing what had to change first, what could follow, and where the highest brand risk sat if left unaddressed. The result was a seamless brand transition that customers and partners experienced as intentional, not chaotic.
Building the company’s first lead and campaign management function from scratch
A company cannot understand its own growth path without two things working in tandem: a dedicated lead management function and a dedicated campaign management function. Without both, marketing produces activity — impressions, clicks, event attendance — without ever connecting that activity to qualified pipeline.
At SECO, neither function existed when I joined. I built both from the ground up: defining what qualifies as an MQL versus an SQL, implementing marketing automation through Pardot with Salesforce CRM integration, designing lead scoring models based on real buyer behaviour, and creating a structured handover process between marketing and sales that both teams actually trusted.
On the campaign side, I established a full-funnel campaign architecture spanning Google Ads, LinkedIn, SEO/SEA, email nurturing and events — each channel measured not by its own vanity metrics, but by its contribution to qualified pipeline. Every campaign now runs against clear evaluation criteria before, during and after execution.
The commercial outcome was immediate and measurable: Sales Qualified Leads outside the DACH region grew by more than 300% within six months of implementation, and the group generated an eight-figure opportunity pipeline in 2025 — a direct result of campaigns and leads being evaluated intelligently rather than run on instinct.
Building an entire digital presence from zero for a traditional mechanical engineering company
When I joined AMANDUS KAHL, a heavy machinery manufacturer with decades of engineering excellence but almost no digital presence, the opportunity was significant — and so was the risk of doing it wrong. B2B industrial buyers research differently than consumer audiences, and getting the digital strategy wrong would have meant investing heavily in the wrong channels.
I delivered a full website relaunch within six months of joining, followed by a complete e-commerce shop relaunch on Shopware with a direct SAP interface — mapping 66,000 spare parts into 6 million possible product combinations, giving technical buyers self-service access to parts that previously required a phone call and a wait.
In parallel, I built organic social media channels from zero to 3,500 followers over 2.5 years, and ran targeted SEA campaigns that increased brand visibility by 7,000% domestically and internationally. Every channel — SEO, SEA, PR, social, video — was built as part of one coherent digital ecosystem, not as isolated experiments.
This project proved something I’ve carried into every role since: legacy industrial companies don’t need to choose between tradition and digital excellence. Done right, digital transformation amplifies decades of engineering credibility rather than replacing it.
Negotiating co-marketing partnerships and funding with global semiconductor leaders
Partnerships in the semiconductor and embedded computing world are not casual co-branding arrangements — they involve competing commercial interests, multi-layered stakeholder alignment, and real budget negotiation on both sides. I developed and led SECO’s strategic partnership programme with four of the most influential technology companies in the world.
With Intel, Qualcomm, MediaTek and NXP Semiconductors, I structured and secured co-marketing funding agreements, negotiated joint go-to-market frameworks, and built repeatable commercial models that translated into joint customer solutions, international event presence, and lead generation campaigns co-developed with each partner’s own marketing organisation.
Managing these relationships meant coordinating across legal, product, marketing and executive stakeholders — on both sides of the table — while keeping every partnership commercially accountable rather than purely reputational. These partnerships now form a durable part of SECO’s go-to-market motion, not a one-off campaign.
Let’s build the next success story.
If you’re looking for a marketing leader who turns complex challenges into measurable business outcomes — I’d love to talk.
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