I grew up in Braunschweig, Germany, where I completed the German Abitur (high school diploma) in 1990. After graduating from high school I completed a Diploma (Dipl.-Kfm.) in Business at the International University of Management Goettingen in 1994. I thereafter studied for a doctorate in political science and business administration at the same institution, focusing on innovation and knowledge management in international businesses, graduating in 2001 (Dr. rer. pol.). From 1995 to 1997, I was a consultant in Strategy and Organisation to UNICconsult GmbH. Between 1997 and 2001, I was Managing Director of the Forum for Science and Technology, a project initiated by the German Parliament. From 2001 until 2003, I worked as Director of Business Development (EU, Middle East and Africa) at the consulting arm of Lufthansa German Airlines, Lufthansa Consulting. During this time I was involved in various internal aviation projects including business strategy, business and product development, organizational restructuring, scheduling, ﬂeet planning and controlling. In particular, I was the responsible project manager of Lufthansa for the whole conceptual work for a start-up airline in Abu Dhabi, known today under the name Etihad. After this period I was the responsible project manager commissioned by Lufthansa for the restructuring of EgyptAir in Cairo and worked together with a senior management team dedicated from the whole Lufthansa Group. In 2004, I took up the role of Manager Strategy and Business Development for Lufthansa German Airlines after the current CEO Mr. Mayrhuber implemented this dedicated unit especially for all airlines within the group. During this time I was involved in all strategic important projects and matters (i.e. acquisition of Austrian Airlines and Swiss International Airlines, …) with main focus on business strategy, product and business development, organizational restructuring, M&A, due diligences and presentations for the management and the advisory board. Later I took over the responsibility for a project to analyze and proof the concept for a new premium product for Lufthansa that was more exclusive than ﬁrst class and based on the idea of chartering private jets. I started with an in-depth market research worldwide, built up relations to operators, aircraft manufacturers and customers, founded a dedicated team of experts and developed a complete business plan including ﬁnancial model for the management board of Lufthansa. Before presenting the concept to the board in order to get the decision about starting the implementation of the new product called „Lufthansa Private Jet“ (LPJ) I had to coordinate the whole concept with all relevant departments and units worldwide responsible for marketing & sales, product & services, quality & safety, ground and ﬂight operation. After the oﬃcial go from the board my team and I started to ramp-up LPJ and to select the best operator for LPJ (although Lufthansa has his own AOC it was decided to start with a wet-lease of private jets instead of building up an own ﬂeet; But right from the beginning LPJ was a pure Lufthansa product operated by a dedicated operator and fully integrated into all relevant structures and processes; This concept was worldwide the ﬁrst one and unique at the beginning). The selection process showed that NetJets was most suitable for the operation and I was in charge to design and negotiate all relevant conditions and contracts together with internal and external lawyers. The oﬃcial launch of LPJ was March 2005 and my job title changed to Global Head of Lufthansa Private Jet and Special Products. I was not only globally in charge of marketing, sales, product, production and proﬁtability (proﬁt center approach) of LPJ but also for Lufthansa Business Jet (a business class only aircraft operated by Private Air), for all Lufthansa charter activities (i.e. German national soccer team, Bayern Munich soccer team, tourism charter for tour operators etc.) and for the Patient Transport Compartment (PTC), a ﬂying intensive station onboard of a A340 and B747. I reported directly to one of the airline board members responsible for product, marketing and sales: Mr. Thierry Antinori. During that time I was responsible for the strategy, product, service and pricing, marketing and sales, overall success, growth and proﬁtability of all products as well as for the future development in all markets worldwide. As a business unit leader I presented frequently in management board meetings and initiated strategic partnerships i.e. with Maybach (Daimler AG), Sixt AG and Leading Hotels of the World for premium marketing activities worldwide. I was also involved in all premium sales activities worldwide and had to participate at all relevant global marketing and sales meetings with the Lufthansa senior management and global key accounts. Besides this I developed one of the leading segmentations for premium customers and also a high eﬃcient and innovative service team which was copied by NetJets later on. Within the ﬁrst years LPJ grew faster and was more successful than expected (2007: +32 % ﬂights above 2006, +37 % ﬂights above plan, 3-10 ﬂights per day, number of ﬂights could at that time 10-15 per day but were limited due to capacity restrictions by NetJets, +89 % revenue above 2007, +73 % revenue above plan, app. 7,000 pax since March 2005, 50 % repeat customers). Because of this success (including a wide media and public attention) LPJ became very fast the main competitor for NetJets in Europe. Thus NetJets decided by the end of 2007 to terminate the contract with Lufthansa so that my team started to develop future business options again in order to continue LPJ. Meanwhile we worked together with Lufthansa ﬂeet purchasing department to ramp-up an own business jet ﬂeet and checked various options and operators (including due diligences for possible acquisitions) for an own LPJ operation. At the end the management board decided to move LPJ completely to a subsidiary of Swiss International Airlines. This was conﬂicting my recommendation. Together with my team I established within only 3 years a leading European private jet brand, high customer awareness and satisfaction and a proﬁtable business model and a new product for Lufthansa. Due to the fact that the service was ﬂexible, luxury and exclusive like all private jet services on the one side but also fully integrated in the Lufthansa system of operation (Lufthansa safety standards, Lufthansa quality audits, …), ground handling (i.e. baggage handling, customer transfer from private jet to ﬁrst class and vice versa, …), sales (Lufthansa IATA ticket for LPJ, Miles & More status and premium miles for all passengers on LPJ ﬂights, access via web pages and all GDS, …) and controlling (reporting, yield management, …) on the other side I strongly believed that all of this will not work in combination with a subsidiary of Swiss Airlines which is a subsidiary of Lufthansa Airlines. Even though I was right with all of my predictions at the end, I decided to leave Lufthansa and to accept an oﬀer of VistaJet International Ltd. (VistaJet), which was besides NetJets one of the leading private jet operators in Europe. In 2008 I took over the role of Executive Vice President at VistaJet for the charter business in Europe, Asia/Paciﬁc and Middle East. The business model was built on three main parts: 1) charter business, 2) private jet card business and 3) private jet ownership. I was responsible for employees in London, Salzburg, Dubai, Moscow, Hong Kong and Kuala Lumpur as well as for marketing, sales and proﬁtability of the whole charter capacities of VistaJet (19 aircraft plus orders at the beginning). Because of the fact that VistaJet acquired Flexjet (a card program from Bombardier) just before my start, my job was also to develop a coordinated strategy, business plan and organizational structure for the future charter business. My main targets were to increase number of requests, to increase request-booking ratio in terms of revenue and to improve ﬂeet optimization in terms of revenue and costs. To achieve these goals I developed a dedicated controlling and reporting system, a much higher eﬃciency of the sales team including result orientated salary, a new B2B and global key account program, a new pricing model, a new organizational structure in Salzburg as the main headquarter and a global broker partnership program. At the end all relevant indicators went up in all markets. In 2009 I left VistaJet upon my own request and because of private reasons. I started working as an aviation consultant and interim aviation manager and founded AIRBORNE Consulting Hamburg GmbH (AIRBORNE) I worked and still work with my team until today on various projects related to tourism, aviation and innovation. I also acquired 2014 a travel agency, named today as AIRBORNE Travel GmbH. AIRBORNE worked and works for clients like Daimler AG, Lufthansa AG and other airlines and operators as well as for airports, tour operators, charter brokers, business jet operator and aircraft owner and - last but not least - aviation and other investors worldwide. I am also one of the leading aviation experts in Europe, quoted frequently in various business newspapers and magazines as well as in well known TV and radio shows.