“Strategy only creates value when someone is accountable for its execution.”
Concepts rarely fail due to the idea. They fail at the gap between design and operation. Where both come together, impact follows. My approach is integration: methodological expertise from over ten years of strategy consulting at BCG/INVERTO and Deloitte meets operational line responsibility as COO at sourc-e and Director End-to-End Supply Chain at H+H.
Ismail hat strukturiert, wo Chaos war — und geliefert, ohne sich hinter dem Konzept zu verstecken.
Er denkt wie ein Berater und führt wie ein Unternehmer — diese Kombination ist selten.
Klare Sprache, klare Prioritäten — das hat uns in einer schwierigen Phase wirklich geholfen.
End-to-end supply chain responsibility for Central & Western Europe. Leadership of 4 teams with over 40 FTE across Supply Chain Management & Logistics, Procurement, Customer Service, and Transformation (Business Processes & ERP).
Senior Manager in Management Consulting with a focus on turnaround and restructuring mandates. Supporting companies in crisis situations with a focus on operational stabilisation and structural realignment.
Scaling a start-up and building and leading 5 teams with 16 FTE. Coverage of Customer Management, Project Management, Procurement, Shop Systems, and Operations Management. Focus areas: Organisational & Process Redesign and Change Management.
Over 10 years in Management Consulting with a focus on procurement and supply chain. Leadership of more than 30 projects for SMEs, PE firms, and DAX corporations. Key areas include, among others, transformation, cost reduction, operations, and process redesign.
From the first call to the final outcome.
