Markus has been working as a manager, expert and architect with eCommerce and multichannel concepts since 2002 and has made active contributions to today's industry standards in these topics in his career. He has significant operational experience in environments with massive revenue and transaction growth. In this context he was responsible for a leading omnichannel retail company as managing director for multichannel & online operations and chief digital officer for online shops with an annual turnover of around € 1.8 billion.

Most recently, Markus was Senior Advisor for SAMSUNG Electronics. There he developed the direct 2 consumer strategy and accompanied the implementation up to the implementation of a workable D2C organization.

Markus thinks through questions with a special focus on system-critical aspects. He compares the opportunities and risks of decisions with the expectation of trends and their consequences. In doing so, it also takes into account the effects of decisions not made. In an unconventional way, he manages to combine current trends and developments with operational necessities. The fact that he always names things by name makes Markus a helpful companion for the following questions:

• The truly sustainable company
  Which social and technical trends are suitable for the masses? Which trends can disrupt my current business? With which team line-up will I be successful in the future? Which skills do I need in the near future? Which activities in my company no longer make sense in the medium term or already today?
   

• Opportunity development
  Which trends today open up opportunities for tomorrow's success? What opportunities arise when current skills are combined with trends at an early stage? How can I specifically develop marketable solutions for current problems? How can I develop entirely new customer groups?
   

• Fulfillment
  How do I set up sustainable logistics for business with end customers? How do I professionalize my current processes? What requirements do end customers have for fulfillment? How do I develop resilient partnerships with my logistics partners? What requirements do I have to create in my own company in order to be able to successfully fulfill the wishes of my customers?
   

• Call Center & Co.
  How do I set up customer-oriented, flexibly scalable call center structures? What skills do I need in my company? For which tasks is it advisable to use external partners? Which partnership structure can I use to balance quality, scalability and costs as I see fit?
   

• Organizational structure
  How can I set up my organization so that it can quickly adapt to new circumstances? How do I ensure that system-critical resources are mirrored in such a way that failures and growth opportunities can be dealt with equally? Which skills do I need in my organization? How can I develop existing employees at an early stage in order to be prepared for the requirements of the future?
   

• Process design
  How do I set up processes that can withstand even the greatest scaling? How do I make sure that I always have the capacity limits of my processes in place so that I can act in good time before reaching the next stage of growth. How do I get ahead of the time with my processes so that I don't react?