I’m writing this from the sideline of a field hockey pitch.

Laptop open. Travel espresso cooling next to me. One eye on the screen, one on the pitch. Technically working. Completely where I need to be.

This is the setup I built when I started Linelia. Not a fixed office with fixed hours. A structure that moves with me, as far as client meetings and mandates allow it. That sounds like a lifestyle statement. It isn’t. It is an operational decision with real constraints and real discipline behind it.

My daughters both play field hockey. The elder one trains and plays several times a week, the younger a bit less. I try to be there as much as I can. Sometimes I am on a call at the edge of the pitch. Sometimes I am finishing a draft while they run their warmup drills. But I am there, I check in regularly, and they know where to find me. I would not trade this for anything.

Does this mean working fewer hours? Honestly, no. Running my own company probably means more hours than many of my corporate years. The difference is in how those hours are distributed, and who decides where they go. An evening at the desk after both girls are in bed feels entirely different from the same evening dictated by a calendar someone else built. One is a choice. The other was a condition.

The founder work-life integration setup that actually works

Founder work-life integration sounds great on paper. In practice, without a few firm rules, it becomes neither good work nor good presence. Here is what makes it functional rather than just aspirational.

“The flexibility to work from anywhere is only worth something if you also know when not to.”

1. Know the difference between sideline presence and full presence

Training sessions, games, school pickups, meals, bedtime. All of those are in the calendar and protected. But the level of presence varies by moment, and being honest about that is the whole point.

During training, the approach is more fluid. A call at the edge of the pitch, a voice memo during a drill break, a quick reply between exercises. I am on the sideline. I am checking in. That counts. Games are different — more present, less screen. And when both of them are playing on the same day, that is a different category altogether. Laptop stays in the bag. No exceptions.

2. Voice memos and offline drafts

An idea doesn’t wait for a desk. During warmup of my eldest daughter today, something clicked about a client challenge I’ve been turning over for days. Thirty seconds into the voice memo app, the thought was captured. Then I put the phone away and watched the warm-up drills.

No half-present scrolling. No “let me just quickly check.” The thought is safe. I can be here now. This post started as three bullet points in a Notes app, written while she was doing stretches on the far side of the pitch. The full draft came later. The thinking happened at the pitch.

“The thought is safe. I can be here now!”

3. Hockey sessions in the calendar with the same weight as a client call

Hockey sessions do not move. They are in my calendar with the same weight as a board presentation. Non-negotiable. Non-moveable.

What gets scheduled gets protected. Everything else finds its place around it. This is not a new productivity principle. It is just one that most founders fail to apply to their personal commitments with the same rigour they apply to professional ones. Your daughter’s training session is a commitment. Treat it like one.

4. AI tools that make compact work actually possible

One thing that has quietly made the whole setup more workable: AI tools. Research, first drafts, briefing summaries, client prep, follow-up emails. Work that once required two uninterrupted hours at a desk can now happen in focused twenty-minute slots between warmup and kickoff. I am not using AI to work less. I use it to work in smaller, sharper intervals, which is exactly what a setup like this demands. A voice memo captured on the pitch becomes a finished document by the time I am back at the desk.

The line that doesn’t move

All of this works because I know where the hard line is.

The line is clearest when both of them are playing. Those days, the laptop stays in the bag. Not because I scheduled it that way. Because some things are not a blend, and a day with both girls on the pitch at the same time is one of them.

But even on a regular training session, there is a version of the same line. When one of them looks up from the pitch to find me, I am looking back. Not at a screen. That is the only thing that actually matters about being there.

Founder work-life integration doesn’t mean always blending. It means knowing which moments belong entirely to one thing. The freedom to work from anywhere only means something if you also have the discipline to be somewhere fully when it matters.

In my work at Linelia, I spend a lot of time with leaders who are building something sustainable. Organizations and ways of working that don’t depend on one person being permanently available. The same principle applies to how you run your own day. Build the structure once. Then trust it.

“Build the structure once. Then trust it.”

One more honest note. Every rule has its exceptions. Real urgency happens, and a client in a crisis on a hockey day doesn’t wait for the final whistle. But these moments are rarer than you’d expect. And when they do happen, I’m genuinely lucky that my wife has the same kind of flexible setup. She can step in, be fully present at the pitch, and I can deal with what needs dealing with. That shared flexibility is not a footnote to the system. It is what makes the whole thing hold.

If you’re thinking about how to build a working setup that fits both your clients and your life, I’d be glad to compare notes. Reach out via the Linelia contact page or connect with me directly on LinkedIn.

Common questions

The post Founder Dad Mode: Why I Work From the Field Hockey Pitch appeared first on Linelia.io.

In my last post, I wrote about a question that often changes the direction of a discussion:

“What now?”

Once people move from explaining what’s wrong to thinking about the next step, the whole energy in a room usually shifts.

But there’s another small question that often matters even more for ownership in meetings:

“Who owns this?”

And interestingly, that question decides whether ideas actually turn into action.

The moment after the good discussion

IIf you’ve spent enough time in meetings, workshops or steering committees, you probably know the situation.

The conversation was productive.
Everyone agrees on the direction.
The next step seems clear.

Someone says something like:
“We should probably move this forward.”
“We should look into this.”
“We should align on that.”

Everyone nods.

And then the meeting ends.

Because while “we” sounds collaborative, it’s also wonderfully vague.

A small reminder from a recent project

I was reminded of this again recently in a project I’m currently involved in. We had just wrapped up a discussion about the next steps. The topic was clear, the direction made sense, and we were already moving toward the next agenda item.

Then one of the managers in the room asked a very simple question:

“Okay, but who owns this?”

No big speech.
No finger pointing.
Just a calm question.

Within seconds, the topic had a name attached to it and suddenly everything felt clearer.

It’s one of those small moments that stick with you.

And honestly, it’s also one of the reasons I enjoy working as a consultant so much.

People sometimes think consulting is about bringing all the answers into a room.

In reality it’s much more of a two-way game.

Of course I bring experience, perspectives and ideas to the table.

But I constantly learn from other leaders and experts as well.

Often through small moments like this that remind you how powerful simple leadership habits can be.

Why ownership changes the dynamic

Once ownership in meetings becomes clear, something interesting usually happens:

• Follow-ups become easier.
• Priorities become clearer.
• Decisions move faster.

Not because the owner suddenly does everything alone.

But because everyone knows where the topic lives.And that alone creates momentum.

The slightly uncomfortable part

But taking ownership is not always comfortable.

It creates visibility.
And visibility usually comes with expectations.

So it’s understandable why many topics stay in the safe territory of “we”.

But in my experience the opposite is often true.

Once ownership is clear, pressure actually decreases.
Because the uncertainty disappears.

One small habit I’ve started to appreciate

So, a simple question before leaving a meeting can make a big difference:

“Who takes this?”

Not as a control mechanism.

More as a service to the group.

Because once a topic has a name attached to it, the chances that it actually moves forward increase dramatically.

Closing the loop

In my last post I wrote about moving from

“No” → “What now?”

Maybe the next step is simply:

“What now?” → “Who owns it?”

Because momentum doesn’t just need ideas.
Sometimes it just needs a name.

If you’re curious how I support organizations in turning challenges into concrete next steps and building positive momentum along the way, you can find more about my work here: Linelia’s services

And as always, I’m happy to hear from you. If you’d like to exchange ideas or explore how we might work together, feel free to reach out via my contact page or connect with me directly on LinkedIn.

The post From “What Now?” to “Who Owns This?” appeared first on Linelia.io.

I’ve been thinking about something lately, mostly because I keep running into it again and again in my day-to-day work.

We’re actually very good at saying no…

Especially here in Germany, and honestly across Europe as well.

Put a few smart people in a room and it usually doesn’t take long until someone points out why something won’t work. Too risky. Too dependent. Too complex. Too early. Too late. You name it.

And to be fair: most of the time, those concerns are absolutely valid.

But what often happens next is the part I find more interesting.

The conversation slows down.
Everyone agrees that “this is difficult”.
And then… nothing really follows.

At that point, I often catch myself thinking:

Okay, agreed. But what now?

Seeing what’s wrong is only the first step

I don’t see problem awareness as a weakness. Quite the opposite.
It’s a strength. It keeps standards high and prevents naïve decisions.

But I’ve learned that identifying what doesn’t work is really only half the job.

The more useful part usually starts with the next question:

If we don’t want to do this, what’s the alternative?

Not the perfect one.
Not the final answer.
Just a better option than standing still.

I hear variations of this in many contexts:

• If we want to reduce dependencies, where do we start pragmatically?
• If certain platforms don’t align with our values, what do we actively build instead?
• If something feels wrong long-term, what’s the next reasonable step today?

Those conversations tend to feel very different. More constructive. More forward-looking.

And usually a bit more energizing as well.

That’s pretty much my daily reality

In my work, I’m constantly surrounded by challenges.

• Ambiguous situations.
• Conflicting priorities.
• Limited time.
• High expectations.

Honestly, there would be plenty of reasons to complain every single day. And sometimes, yes, that happens as well.

But what I’ve seen over time is that progress rarely comes from listing everything that’s broken.

It usually comes from asking a simpler question:

What’s the next step that actually helps?

Not the big transformation.
Not the perfect target picture.
Just something that moves things forward.

Mini-Hack: A small habit that helps me here, when someone says “this won’t work”, I try to follow up with one simple question: “Okay, so what would you do instead?”

Not in an aggressive way. More out of curiosity.
It often shifts the conversation faster than any framework.

Why I care so much about momentum

I’ve become a big believer in momentum.

Not because it solves everything, but because it changes how people feel about a situation.

Once teams see that something is moving, discussions shift.

Energy comes back.
Ideas get bolder.
And suddenly, bigger change doesn’t feel quite as scary anymore.

That’s also why I’m a fan of quick solutions – and by “quick” I don’t mean careless.

I mean fast enough to show progress.
Concrete enough to reduce uncertainty.
Small enough to actually happen.

Those small steps often do more than perfectly crafted plans that never leave the slide deck.

Positivity is not naïve, it’s practical

Being solution-oriented doesn’t mean ignoring reality. It’s closely tied to how openly and honestly we communicate progress and challenges. Something I’ve written about before when reflecting on visibility without cringe.

For me, it’s more about deciding where to put attention.

I was lucky to learn early in my career how important it is to make progress visible.
Especially at L’Oréal, this was done extremely well.
Not as empty celebration, but as honest acknowledgment of what moved forward.

It sounds simple, but it changes a lot.

Teams feel seen.
Work feels meaningful.
And motivation doesn’t have to be forced.

The interesting part is that this doesn’t stop at team level.

I notice the same pattern on a broader scale as well. In organizations, in industries, and often in how we talk about change more generally.

Zooming out: a European angle I strongly believe in

When I zoom out, this mindset feels just as relevant beyond individual teams.

I see myself very much as European. Germany is a big part of that, of course, but I’m convinced that our real strength lies in what we can build together across Europe.

There are so many strong ideas, talented people, and solid capabilities here. We just don’t always talk about them that way.

And when you look at initiatives like the European Innovation Council, it becomes pretty clear how much potential already exists if we choose to build on it.

Especially in times like these, I think it helps to focus a bit more on what’s possible.

Less “why this won’t work”.

More “how could we make this work, together?”

That shift alone can already change the tone of many conversations.

And yes, sometimes you need to let off steam

Just to be clear: I don’t believe in forced positivity.

I also need valves.
Good talks.
Honest feedback.
Sometimes even a bit of ranting to get things out of the system.

I’ve written openly about struggles before, and I know that can sometimes sound negative. For me, it’s the opposite. Once things are said out loud, you can actually start working with them.

Transparency creates the foundation for change.
Momentum builds on top of that.

The mindset I try to bring into organizations

For me, it usually comes down to this:

See the issue.
Acknowledge it honestly.
Then ask: What now?

Not because everything is easy.
But because staying stuck rarely helps.

Momentum does.

If you’re curious how I support organizations in turning challenges into concrete next steps and positive momentum, you can find more about my work here: Linelia’s services

And as always, I’m happy to hear from you. If you’d like to exchange ideas or explore how we might work together, feel free to reach out via my contact page or directly connect via LinkedIn.

The post From “No” to “What Now?” appeared first on Linelia.io.

When you prepare a keynote, you’re forced to make choices.

• What really matters?
• What’s noise?
• What can you confidently stand behind in front of a room full of experienced people?

Last week, I had the chance to do exactly that while traveling for an afterwork event in Barcelona, a city I’ll never complain about visiting. Work trip, good conversations, a different setting… not the worst combination at all.

What made it even better was that the keynote took place in the evening.
Which meant: hybrid working at its best. I could work a full day remotely from Barcelona and then head to the event later on.

Thanks to OneCoWork, I found a great spot to work from during the day. Highly recommended if you ever need a productive base in this beautiful city.

And yes, I also managed to squeeze in a bit of sightseeing in between. Purely for cultural reasons, of course.

The session itself was made possible by CNQR, and it gave me a great opportunity to step out of my usual routines and reflect more deliberately.

What follows is not a trend report.
It’s a little look behind the scenes at how I prepare for such a talk and why the way these topics emerged matters more than the list itself.

I don’t start with trends. I start with work.

When I prepare a keynote, I don’t begin with slides or hype cycles.

I start with questions like:

• What keeps coming up in projects?
• Where do teams struggle to make decisions?
• Which topics suddenly feel “urgent”, even if they weren’t planned?
• What kind of cold call emails C-level starts forwarding?

If I don’t see a topic in my day-to-day work, it doesn’t make it onto the stage.

That’s why these 10 topics are not predictions.

They’re patterns I’ve observed repeatedly across different organizations, industries, and maturity levels.

Being honest about expertise (and why that matters)

One important thing I’m always very open about:

I’m not the deepest expert in every single one of these fields.
And I don’t think that’s a weakness.

My role is usually not to execute every detail myself, but to:

• Understand why a topic matters
• See the business impact
• Know when it becomes relevant
• and, very importantly, know who can execute it properly

This is where my network becomes a real asset.

I can rely on people I trust. Specialists, practitioners, builders, who go deep where depth is needed. That allows me to stay focused on translation, alignment, and decision-making rather than pretending to know everything.

At the same time, I do hold myself to a clear standard.
I don’t want to be the kind of consultant who only scratches the surface of every topic.

My ambition is to understand these areas well enough to discuss them in depth, challenge assumptions, and assess their real impact on business decisions. That means investing time, staying curious, and continuously learning & networking, even in areas where others might go deeper technically.

And where I feel that my own expertise reaches its limits, I prefer to be explicit about it.

Transparency beats pretending.

In my experience, that honesty creates better collaboration, clearer expectations, and ultimately better outcomes.

The 10 marketing topics (short and to the point)

Here’s the condensed version of what I shared on stage intentionally brief and impact-focused:

1. Volatility as the new baseline

Planning under stable assumptions becomes the exception. Marketing teams increasingly optimize for flexibility, optionality, and fast adjustment rather than long-term certainty.

2. Measurement remains fragmented

The challenge is no longer missing data, but conflicting signals (cookies, IDs, etc.). Teams need to make decisions with imperfect inputs and align measurement with business questions, not dashboards.

3. Consent as a strategic signal

As tracking erodes, explicit consent becomes more valuable. It signals trust, relevance, intent and shifts focus from scale to quality of relationships.

4. Clean rooms as infrastructure

Less glamorous than tools or platforms, but essential. Clean rooms enable collaboration across data silos while respecting privacy and governance constraints.

5. Messaging as the storefront

In complex journeys, messaging often decides before channels do. Clear narratives help users understand value quickly, especially when attention is fragmented.

6. Search becomes an answer layer

With AI-driven interfaces, search increasingly provides answers, not links. Visibility depends more on authority, structure, and clarity than pure traffic optimization.

7. AI agents enter the decision chain

Agents already compare, summarize, and pre-filter options. Marketing will need to consider how information is consumed by machines, not just humans.

8. Creators move closer to revenue

The role of creators shifts from reach to trust. They become contextual explainers and authentic bridges between brands and audiences.

9. Brand built like performance

Brand work becomes more iterative and measurable. Hypotheses, testing, and feedback loops replace long-term bets without validation.

10. Culture as last unfair advantage

With tools widely accessible, execution quality differentiates teams. Decision clarity, trust, and speed increasingly determine marketing effectiveness.

None of these topics are revolutionary on their own.
What’s new is how simultaneously they affect organizations.

Why speaking about this matters to me

Preparing for this keynote reminded me why I enjoy these moments so much.

They force me to step back, connect dots, and articulate things that are often felt but not named inside organizations.

And they confirm something I see again and again:
Trends only matter when they translate into decisions.

Everything else is just noise.

A final thought

I don’t expect organizations to “master” all of these topics in 2026.

But I do believe that the ability to recognize patterns early, discuss them openly, and bring the right people to the table will make a real difference – as usual.

That’s what I try to do in my work.

On stage, in projects, and in conversations.

If you’re curious how I support organizations in turning such patterns into concrete decisions and operating models, you can find more about my work here: Linelia’s services.

And as always, I’m happy to continue the conversation, wherever it happens next.

LAST BUT NOT LEAST: If you should be looking for a great speaker coach, check out Janik Adorf. I once again realized in Barcelona that I should soon book a session with him.

The post From the field to the stage: how I arrived at 10 marketing topics for 2026 appeared first on Linelia.io.

The new year always brings a certain positive energy. Budgets reopen, priorities get sharper, and suddenly “later” from last year becomes “now.”

I know this dynamic well from both angles. In my SaaS time at VRdirect, Q4 was often about making deals happen. At EnBW and L’Oréal, it was also the phase where remaining budgets were consciously invested in new initiatives or innovation.

As a founder, this perspective shifts again.

Today, I focus on positioning early in the year. Meet & catch-up with people and have conversations while options are just opening up.

Timing creates clarity

At the beginning of the year, many enterprises start to look ahead and operationalize previously planned budgets. Not always with concrete mandates, but with questions like:

Which topics deserve early attention?

Closely followed by more practical considerations:

• Do we have the right resources in place?
• Is now the right moment to start with project XYZ?
• What would help us move faster or more confidently?

These conversations tend to happen when there is still room to think, shape, and choose.

Starting dialogue early isn’t about acceleration.
It’s about alignment.

What changes when you run your own business

In corporate environments, structure absorbs a lot of uncertainty.

Transitions follow processes. Planning cycles provide orientation.

Looks like founder life works differently.

You actively need to create options through awareness, relationships, and timing.

And you learn that looking ahead is less about predicting outcomes and more about staying ready for them.

Over time, this should become a source of stability rather than stress.

Conversations come before projects

One thing that has stayed constant throughout my career is this:

Meaningful projects start with trust.

That’s why my focus right now is on staying connected, exchanging perspectives, and listening carefully to what others are planning.

Sometimes these conversations turn into something concrete months later.
Sometimes they don’t.

Both outcomes are valuable.

Because every exchange builds shared context — and context is what makes good collaboration possible when timing aligns.

Micro-Practice:
Once a month, I take 20 minutes to review:
– Who did I speak with recently?
– What topics came up repeatedly?
– Where might timing become relevant later in the year?

No actions attached.
Just awareness.

It’s a simple way to stay oriented without turning everything into a task list.

Looking ahead with intention

Approaching things this way allows me to stay fully present in my current work while calmly shaping what comes next.

Early conversations create choice.
Choice creates calm.
And calm creates better work.

So yes, I’m intentionally starting these conversations now openly, thoughtfully, and with a positive outlook on what the year can bring.

If you’re already thinking about support later this year, I’m always happy to exchange thoughts.

If you’re curious how I support organizations and leaders in their own transformation journeys, you can find more about my work here: Linelia’s services.

And of course, feel free to reach out via my contact page or connect with me directly on LinkedIn.

The post That window of the year every consultant knows appeared first on Linelia.io.

Now that the new year has started, I’ve found myself thinking about 2026 in a slightly different way.

Not in the sense of detailed plans or neatly defined milestones.

More in terms of how I want to move forward, what I want to protect, and what I want to stay open to.

Somewhere along the way, one thought became pretty clear to me:

I don’t plan 2026 with rigid resolutions.

I plan it with boundaries and direction.

Not less ambition.
Not less drive.
Just more intention.

That’s not because I’ve stopped caring about progress.

Quite the opposite. The last year reminded me how quickly plans can change and how valuable flexibility really is.

This way of thinking also builds directly on reflections I shared toward the end of last year:

about visibility, proactivity, and staying grounded while moving forward.

Why I’m skipping classic resolutions this time…

…mostly because 2025 didn’t follow a clean script at all.

Things ended and started faster than expected.

Some decisions were well prepared, others emerged through conversations and timing.

Learning often happened while already moving.

What I’ve taken from that experience is not that planning is useless but that…

…overplanning can easily create pressure without adding clarity.

Rigid resolutions assume a stable environment.
Founder life (and honestly, most modern work) rarely offers that.

So instead of fixing outcomes too early, I’m focusing more on setting direction and defining boundaries..

What I mean by boundaries and direction

Boundaries help me decide what not to optimize for.

Direction helps me decide where to invest energy when options appear.

Together, they create a framework that’s flexible enough to adapt without feeling random.

For me, this approach feels calmer, more realistic, and more sustainable than a long list of must-haves for the year ahead.

Five principles I’m carrying into 2026

I do have goals for 2026.

I just try to define them as guiding principles rather than fixed targets. Here’s what that looks like for me right now:

1. Adding a product alongside consulting

I want to explore how my consulting work could be complemented by a more reusable, productized offering.

The exact shape isn’t fixed yet, but the intention is clear: leverage, scalability, and impact beyond one-to-one projects.

2. Keeping Linelia healthy and growing deliberately

Growth matters. But not at any cost.

My focus is on sustainability, fit, trust, and energy, letting growth follow quality work instead of chasing volume.

3. Staying visible without losing authenticity

Writing, sharing, and connecting will remain part of my rhythm.

Not as constant self-promotion, but as a way to reflect, exchange perspectives, and stay present.

4. Staying open to opportunities that emerge from my network

Some of the most interesting ideas don’t come from plans, but from conversations.

I want to stay curious and receptive when new opportunities or business ideas surface without forcing anything.

5. Keeping space for life outside work

Sports, hobbies, family, recovery.

Not as a reward after productivity, but as part of what makes good work possible in the first place.

None of these are rigid promises.

They’re more like a compass.

And as you might already know me…of course the will have KPIs at the one or other point.

Micro-Practice:
Instead of writing a long list of resolutions, try this…

Write down:
Three directions you want to lean into as well as three boundaries you don’t want to cross in 2026

If a decision supports both, it’s probably a good one.

Direction over control (with momentum)

Planning 2026 this way doesn’t mean lowering ambition. Quite the opposite.

For me, 2026 will also be a year of focus, momentum, and pushing hard, just with clearer boundaries and intention than in 2025.

What I like about this approach is that it leaves room.

• Room to adjust.
• Room to say no.
• Room to notice when something feels off or surprisingly right.
• Direction over control.
• Momentum without burnout.

That’s how I want to move through 2026.

I’m curious:

Are you entering 2026 with fixed goals or with boundaries and direction?

And as always, conversations come first. If you’re curious how I support organizations and leaders in their own transformation journeys, you can find more about my work here: Linelia’s services.

And of course, I’m always happy to stay in touch this year.

If you’d like to exchange ideas, reflect together, or explore potential collaboration, feel free to reach out via my contact page or connect with me directly on LinkedIn.

The post My 2026: Boundaries, Direction, Momentum appeared first on Linelia.io.

As I reflect on the 2025 year in review, one word comes to mind: contrast.

As usual, this year wasn’t linear.
It didn’t unfold step by step.

It felt more like a roller coaster.

Moments of clarity followed by uncertainty.
Endings overlapping with beginnings.
Learning happening mostly while moving.

It wasn’t chaotic.
But it also wasn’t smooth.

And in hindsight, that’s probably what made it such a formative year.

Closing one chapter

One of the defining moments of 2025 was bringing VRdirect to an end.

Even though it was the right decision, it carried more emotional weight than I had expected. Ending something you’ve helped build isn’t just a strategic step. It’s a process of letting go, of responsibility, identity, routines, and momentum.

What surprised me most wasn’t the operational side.

It was the finality.

Once a chapter really closes, it does so quietly. And that silence takes some getting used to.

That alone would have been enough for one year.

Starting another faster than planned

Almost simultaneously, Linelia started to take shape.

Not as a carefully staged next step, but because opportunities appeared and I decided to move. What was initially meant to develop gradually turned into a running business much faster than anticipated.

There was no long pause between chapters.

No comfortable in-between phase.

No time to fully reflect before acting.

Instead, I found myself closing one door while already stepping through the next.

Looking back, this overlap shaped much of how 2025 felt: intense, dynamic, and sometimes uncomfortable – but also very real.

A year without a playbook

What stood out to me in 2025 was how often I had to make decisions without a clear reference point.

Not because I was careless or unprepared, but because there simply was no proven path to follow. Endings and beginnings overlapped. Some questions didn’t have immediate answers. And timing wasn’t always something I could fully influence.

What surprised me most wasn’t the uncertainty itself, but how quickly it became normal.

Over time, I learned to distinguish between not knowing yet and not knowing at all. And that difference matters. The first creates space for learning. The second rarely exists anyway.

At the same time, a few things helped more than I had expected.

Staying proactive, even when nothing felt urgent.

Keeping close contact with people I trust.

Allowing myself to rely on simple routines when weeks got intense.

And maybe most importantly: noticing that many of the things that matter to me didn’t change at all.

Curiosity. Honest collaboration. Depth over speed. The belief that clarity beats politics.

There was no perfect playbook for this year.

But learning while moving, adjusting along the way, and staying open to feedback turned out to be enough.

Full of gratitude

But this year wouldn’t have worked without people around me.

First and foremost, my wife and my family for patience, trust, and grounding me when thoughts and work started to overlap too much. Having that stability in the background made more of a difference than I probably say out loud.

Friends who listened, asked the right questions, or simply helped me switch off when needed. Special thanks to Sprittwoch.

My network buddies and former colleagues, who reached out, shared perspectives, opened doors, or just checked in without any agenda. Those small moments of connection mattered more than they might have realized.

And everyone I had the chance to work with throughout the year for openness, trust, and honest collaboration.

What I’m carrying into 2026

I’m not closing 2025 with big resolutions or ambitious plans written in stone. But as you might know by now, a bit of process and structure still helps me a lot:

So, I’m carrying a few principles with me into the next year:

• Staying proactive without becoming hectic.
• Keeping routines light but consistent.
• Investing in relationships before I need them.
• Being visible without losing authenticity.
• Accepting uncertainty as part of the process.
• Taking time off for me to do sports and enjoy hobbies.

2025 was intense, sometimes uncomfortable, but deeply formative.

A year of letting go, starting over, and slowly growing into founder life. Not as an idea, but as something lived day by day.

With that, this year can stand as it is.

I’m grateful for what was, curious about what’s next, and ready to open the next chapter in 2026.

And of course, I’d love to stay in touch in 2026.

If you’d like to exchange ideas, reflect together, or explore potential collaboration, feel free to reach out via my contact page or connect with me on LinkedIn.

Until then, have a lovely holiday season and a great start to the new year.

The post 2025 in review: A roller coaster of endings, new starts and learning appeared first on Linelia.io.

I recently came across this image I took of a fossil at the Google campus years ago and thought it’s the perfect match for this post.

A quiet reminder that in fast-moving environments – whether tech, corporate, or founder life – staying proactive as a founder isn’t just helpful, it’s what keeps you evolving.

And even though I’ve always considered myself someone who thinks ahead, I recently had another moment that reminded me how different proactivity becomes once you run your own business.

Being proactive isn’t a nice-to-have, it’s a core skill.

You’re constantly operating in two timelines:
The one you’re working in today, and the one you need to shape for tomorrow.

Nothing dramatic happened.
Nothing stressful.
Just a realization that this skill – thinking ahead, preparing options, keeping momentum – matters more than ever.

A familiar skill … used in a new way

I was lucky to learn proactive thinking early in my career, surrounded by strong managers and mentors, especially during my time at dentsu, L’Oréal and later EnBW.

They taught me to:

• Anticipate instead of react
• Look beyond the quarter
• Prepare before it becomes urgent
• Create momentum intentionally

Those lessons shaped how I work to this day.

But as a founder, this skill shifts.
It stops being an advantage and becomes something else:

Proactivity becomes stability.
Proactivity becomes strategy.
Proactivity becomes calm.

It’s not about being busy, it’s about staying ready.

Why proactivity matters so much in founder life

1. Opportunities grow slowly, then suddenly

A good conversation today might turn into something months later. Sometimes earlier, sometimes later, but rarely instantly.

2. Trust builds before the project does

Especially in consulting and interim roles. People work with people they trust, not just CVs.

3. Momentum replaces structure

You don’t inherit processes or planning cycles. You create your own rhythm and protecting that rhythm matters.

4. Proactivity reduces uncertainty

The more you explore early, the less you stress later.

None of this feels urgent.
All of it feels grounding.

What tends to surprise people in large organizations…

When I meet friends and former colleagues from corporate environments, they often expect founder life to be more “free-flowing”, “spontaneous” but most of all “super uncertain”

But what surprises them most is:

• Uncertainty is normal, not a signal something’s wrong
• You stay in conversation even when you’re fully committed
• Opportunities are relationship-driven, only partly process-driven
• Planning early creates calm, it’s not about fear
• You design your structure instead of inheriting one

The system is simply different, more fluid, more personal, and more dependent on trust and timing. That’s what “proactive as a founder” really means.

How I try to stay proactive (still evolving)

I’m still early in my founder journey, so my approach is simple and very human.

1. Staying connected with interim recruiters

Players like Hays, Amadeus Fire and others are important sparring partners. It helps to know each other well before there’s an opportunity.

2. Investing in relationships consistently

Reaching out to my network regularly, not because I need something, but because relationships matter long before you activate them.

3. Keeping my network warm throughout the year

A short message, a voice note, a spontaneous coffee.

4. Staying visible in a way that feels authentic

Through writing, reflection, and sharing perspectives, not promotion.

Proactivity doesn’t need to feel loud or demanding.
It can feel light.

Micro-Practices that make proactivity feel easy

Here are a few things that help me keep momentum without turning it into a task list:

10 minutes each week to review my conversations

Who did I talk to?
Whom would I like to reconnect with?

Capture potential opportunities instantly

A name mentioned in a meeting.
A conversation that sparked something.
Write it down, future you will thank you.

One intentional conversation per week

Not sales.
Just connection.

A monthly self-check on workload, energy, and direction

It helps me understand my own cycles.
Small habits create clarity.
And clarity creates calm.

Proactivity creates space

For me, being proactive as a founder is not about being busy and not about predicting the future.

It’s about creating space…

… space to focus on work,

… space to build relationships,

… space to enjoy the present without worrying about the next step.

Even though I’m still early in my founder journey, I see how powerful this mindset is. And how much of it comes from the things I learned long before starting my own business.

And if your 2026 planning is already starting (proactivity club, welcome!)… I’m always happy to talk.

More about my work: Linelia’s services

For anything else, just drop me a note via my contact page or connect with me on  LinkedIn. Always up for a chat.

The post Proactive or extinct? A founder’s perspective appeared first on Linelia.io.

Learning to show up publicly as a founder is surprisingly challenging.

Not because I’m shy, quite the opposite. I genuinely enjoy being on stage, connecting with people, moderating discussions, and exchanging ideas. That part has always energized me.

But talking about myself?

Writing about how I work?

Sharing insights publicly?

That’s where things quickly move into the territory of visibility without cringe … a space I still haven’t fully mastered.

These days, a few people told me they enjoy reading my articles. Real people, not just the LinkedIn algorithm.

That feedback made me pause and reflect on why visibility still feels odd sometimes and why it’s becoming a skill I need to embrace.

Why good work alone doesn’t create visibility

Inside large organizations, great work usually finds its way: leadership updates, cross-functional meetings, stakeholder presentations, internal communication (and sometimes political play) help make your work seen.

As a founder, that entire system more or less disappears.

Good work only speaks for itself when people actually see it.

And that’s where the challenge begins:

How to build visibility without cringe, without becoming overly polished or overly promotional.

Visibility matters because it builds trust long before someone reaches out.

It connects dots you don’t even know you’re drawing.

Mini-Hack:
If you can, talk about a learning instead of an achievement. It makes visibility feel more natural and less like self-promotion.

Personal visibility still feels a little strange

I’m not a quiet person.

But shifting the communication toward myself still feels unfamiliar.

For many years, the “sale” wasn’t me, it was the product, the team, the brand, the strategy.

Now, clients buy my judgment, my approach, my experience.

That shift requires a level of personal visibility I’m still getting used to. What surprises me is this:

Visibility isn’t difficult because I’m uncomfortable speaking. It’s difficult because it’s personal.

And personal always brings a bit of vulnerability, even if you’re used to being on stage.

The nice surprise: Feedback actually helps

When someone tells you they enjoy your content, your articles, or your reflections, it suddenly feels less awkward.

A few people said exactly this these days and it meant more than expected to me.

Visibility without cringe seems to become easier when you remember there are people on the other side. People who find value, resonance, or simply a smile in what you share.

Micro-Practice:
Before publishing, ask yourself: “Would this help just one other person?” If yes, it’s worth posting.

Why I’m trying to be visible anyway

The reason is simple and strategic:

Opportunities grow out of connection, not invisibility.

People need to understand how you think, what you stand for, how you approach challenges, and what kind of problems you solve. And it also helps me to understand and sharpen exactly this as well.

Visibility helps people recognize fit long before the first call.

It’s not about shouting. It’s about being present.

Fortunately, “visibility without cringe” seems to be possible when it’s built on value, not vanity.

What I’m Trying to Practice (Even If It Doesn’t Always Work)

To make visibility feel more natural, I’m experimenting with tiny habits. Not to become a content creator, but to stay present in a way that feels authentic.

Here’s what I’m trying:

• Sharing learnings, not wins
• Writing thoughts as they come, not polishing endlessly
• Publishing weekly (when life allows… last week it didn’t)
• Showing small behind-the-scenes moments
• Connecting instead of promoting

And yes, sometimes this fails completely.

Last week was exactly like this: three days in Munich, remote meetings between trains and dinners, and a weekend fully dedicated to family time and my new espresso machine.

Zero writing.

Zero “visibility.”

Lots of life.

Mini-Hack:
Capture ideas when they show up. In Notes, voice memos, or screenshots. Most of my posts start as a single sentence written in a rush or a super quick voice memo, recorded while running.

I Also Need to Get Better at… Taking Photos

Another unexpected challenge in this “visibility without cringe” journey:

Finding fitting photos for my articles.

I’m not naturally someone who takes selfies, documents every moment, or snaps pictures in meetings.

But for storytelling – and especially for LinkedIn – images matter.

It’s a skill I’ll need to train:

Taking photos that feel real, unobtrusive, and still reflect what I want to say.

Because the right photo makes an article more human.

The wrong one makes it… well, cringe. Some you can see on my LinkedIn or even here in the blog.

So yes, another founder skill to learn.

Add it to the list.

Visibility as a Founder Skill

Being visible isn’t about volume or perfection.

It’s about clarity, intention, and connection.

For founders, visibility helps:

• Build trust
• Create opportunities
• Show how you think
• Let people understand you more easily
• Bring your network closer
• and yes of course, support your business

I’m hopefully getting better at it.

Slowly.

One article, one post, one flat white at a time.

If you’re interested in how I help organizations navigate their own transformations, you can find an overview of my work here: Linelia’s services.

And as always, I’m happy to connect.

Whether you’d like to exchange ideas or explore how we might collaborate, just drop me a note via my contact page or connect with me directly on LinkedIn.

The post Visibility without cringe? Still working on it. appeared first on Linelia.io.

Collaboration sounds simple. In reality, it’s one of the biggest challenges across almost every organization I’ve worked with, from corporates to agencies to scale-ups.

Different teams move at different speeds, goals aren’t always communicated clearly, and priorities shift faster than people can realign. With a little everyday pressure, even the most motivated teams can slow down. Over the years, I’ve noticed it’s rarely the big frameworks or complex processes that change collaboration for the better…it’s the small behaviors.

Over the years, I’ve noticed that it’s often not the big frameworks or the complex processes that change collaboration for the better. It’s the small behaviors that improve collaboration.

The ones that take almost no effort, but create a huge impact on speed, alignment, and quality of work. Here are three of them…

1. Share insights broadly, not selectively

One of the biggest reasons collaboration slows is that information gets stuck in pockets…inside teams, between agencies, or along the hierarchy.

Not because people want to hide information, but because:

• Goals aren’t communicated clearly
• Assumptions aren’t challenged
• Political dynamics get in the way
• or simply because “everyone is busy”

The result is always the same:

• Decisions get delayed
• Meetings multiply
• Teams start solving different versions of the same problem

So here’s what I’ve learned:

Transparency removes friction big time!

So switch to a “default to share” mindset!

Not the huge “knowledge-sharing initiatives” but the small things:

• Share working drafts, not only final versions
• Summarize key insights after a call
• Align on goals early and write them down
• Don’t wait for the “perfect moment” to update others

Micro-Practice:
Work with a “default to shared” mindset for early insights and drafts.
If an update, thought, or learning could help more than one person, make it visible, even if it’s not polished yet. This creates alignment early and reduces unnecessary back-and-forth.

If you want to explore this further:

Team of Teams by Stanley McChrystal offers a great perspective on why transparent information flow is often more powerful than strict hierarchy especially in fast-moving environments.

2. Provide unfiltered truth, respectfully!

Many teams avoid being completely honest. Very often not because they want to hide something, but because they don’t want to disrupt harmony or step on someone’s toes.

The problem: lack of clarity slows down decisions far more than respectful honesty.

One of the advantages of being an external partner or interim manager is that you can name things without being tied to internal agendas. And often, that’s exactly what teams need.

Unfiltered truth doesn’t mean being harsh. It means being clear.

Sometimes it’s as simple as:

• “Does this really get us where we want to go?”
• “Aren’t we just solving a symptom, not the root cause?”
• “Do you really think timeline and ambition are aligned yet?”

Clarity accelerates decisions and these are behaviors that improve collaboration.

And most people appreciate it more than expected, because clarity creates confidence.

Micro-Practice:
Before offering honest feedback or a direct observation, start with a brief intent statement like
“My goal here is alignment and clarity.”
It lowers tension immediately and makes the message easier to receive.

If you want to explore this further:

Radical Candor by Kim Scott is an established framework for giving clarity while remaining respectful and constructive. A valuable read for anyone working across teams.

3. Ask the obvious questions

This is one of the most underrated leadership behaviors.

In many meetings, people hesitate to ask simple questions because they assume someone else must know the answer or because they fear it might sound too basic.

But here’s what I’ve learned:

If you’re thinking it, someone else is thinking it too.

And if nobody asks, the misunderstanding will surface later. Usually when it’s more painful.

Asking questions helps to:

• Unblock discussions
• Clarify assumptions
• Avoid misunderstandings
• Align on next steps
• Reduce politics and interpretation

Questions like:

• “Am I the only one who doesn’t quite get this?”
• “Can we clarify the goal one more time?”
• “What does success look like here?”
• “What is the constraint we’re working with?”
• “What do we absolutely need to decide today?”

These are simple questions, but they create alignment in seconds.

Micro-Practice:
Start meetings with a quick “common ground recap”:
What are we solving? Why now? What does success look like?
It aligns everyone before the discussion even begins and prevents misunderstandings from slowing teams down later.

If you want to go deeper:

A More Beautiful Question by Warren Berger is an excellent exploration of how simple questions lead to clarity, progress, and better decision-making.

Why these behaviors matter even more in interim and cross-functional work

Interim roles mean this:
You join moving teams, with projects already in flight, priorities shifting, and multiple stakeholders in the mix.

You don’t always have the luxury of long onboarding phases.

You need clarity fast.

That’s why these behaviors matter so much:

• Sharing information openly prevents misalignment
• Honest clarity accelerates decisions
• Asking questions helps you arrive at shared understanding quickly

And the truth is:

You don’t need authority to improve collaboration.
You just need intention.

Small behaviors, big impact

Collaboration doesn’t fail because people don’t want to work together.

It fails because small behaviors compound: silence, assumptions, politeness, uncertainty.

The good news: The opposite is also true. Small positive behaviors compound too.

1. Share openly
2. Say the helpful truth
3. Ask the honest questions

If you start with one of these next week, you’ll likely notice a difference immediately: In clarity, speed, and overall momentum.

If you’re curious how I support organizations in their own transformation journeys, you can find more about my work here: Linelia’s services

And of course, I’m always happy to hear from you. If you’d like to exchange ideas or explore how we might work together, feel free to reach out via my contact page or directly connect via LinkedIn.

The post 3 small behaviors making collaboration faster & easier appeared first on Linelia.io.