Who I am
Trainer. Dramaturg of learning.
I'm not a facilitator who reads from slides. I design learning situations.
They have a dramatic arc. They throw participants into the experience first and provide the framework afterwards.
That's the difference between knowledge that stays — and knowledge that's gone by the coffee break.
Core topics: conflict management, negotiation, leadership communication.
I work with large corporates and mid-market companies, often through training providers such as Cegos, edutrainment, MR Education and Modul Training. Clients include Lufthansa, Lufthansa Technik, Siemens Energy, Maersk, BSH Hausgeräte and Aareal Bank.
My background is the theatre. Over a decade as an actor and co-founder of a theatre company. That shaped how I look at communication: how spaces work, how bodies speak, how dynamics emerge and shift.
My first entry into training work wasn't improv comedy. It was Forum Theatre after Augusto Boal. For a year I toured with a group, staging scenes such as sexist incidents on the U-Bahn — to an audience that didn't watch, but stepped in and looked for ways out.
That's where I learned what carries every training I do today: theatre stays a game, even when it gets palpably serious. And in that protected space you try out behaviour you would not dare in real life. That builds a kind of poise that holds up afterwards.
Also: founder and CEO of Mysseur, a tech startup. I know conflict not just from the training room, but from the leadership chair itself.
Deadlines that get missed. Developers who prioritise differently than founders. Decisions made under pressure with no way back.
When participants bring real situations from their own leadership roles, I recognise them.
Education & Training
Three Pillars
Acting under uncertainty. Genuinely listening. Responding to what's actually happening. Space and body as learning instruments.
Marshall Rosenberg. Separating trigger from cause. Recognising needs behind behaviour. Observation → Feelings → Needs → Requests.
Ruth Seliger. Leadership as an organisational phenomenon. Living systems, not machines. Connecting and deciding as the core tasks of leadership.
Models & Frameworks
The theoretical foundations that inform my work:
Structured feedback: Facts → Explain Impact → Emotion → Direction
Active listening: Explore → Absorb → Transform
Interests over positions, BATNA, principled negotiation
Schulz von Thun – content, relationship, self-disclosure and appeal
Conflict as a systemic phenomenon – the "third entity"
Stone / Patton / Heen – three layers: what happened, feelings, identity
Leadership as an organisational phenomenon. Living systems. Connecting and deciding under complexity.
Location
Berlin, working in Germany and internationally.
Availability
Berlin until mid-2027. UK-based after that. In-house trainings remain available across DACH.
Languages
German (native) · English (fluent, business level).