Wolfgang Baudendistel · EINS12

Build. Scale.

Transform.

I help businesses turn digital and operational complexity into focused execution, sustainable growth, and measurable value.

400+ people across five international locations

Built and scaled Kärcher’s cloud transformation subsidiary across five international locations.

Corporate Venture CEO

Led restructuring, product, operating-model development, commercialization, and Executive Product Board reporting.

Interim COO, Industrial B2B

Stabilized operations for a B2B safety-electronics manufacturer across S&OP, BOM intelligence, SAP Business One migration, and compliance readiness.

The challenge is rarely a lack of ideas.

Businesses lose momentum when strategic ambition, commercial reality, technology, and operations no longer move in the same direction.

Not enough traction

Although there is strategic appeal, a new product, digital service, or venture does not yet have a repeatable commercial path.

The operating model no longer fits

The business has evolved, but teams, partners, delivery, governance, and decision-makers are lagging behind.

Missing a reset

Complexity, legacy technology, costs, or unclear ownership make it difficult to regain momentum and make disciplined choices.

Too many priorities

Teams are very busy, but there is a lack of a shared vision and clarity regarding investment, product, and implementation.

When progress stalls, it takes more than just a strategic concept.

Where I help

From strategic opportunity to practical progress: What’s needed is a clear factual basis, clear decisions, and leadership that puts them into action.

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Build new value

Turn digital, data, AI, and connected-product ideas into products, services, and business cases that can be taken to market.

Typical work:

  • Developing a clear view of the customer problem, market potential, and economic case
  • Defining what the first product or service offer needs to look like
  • Preparing the decisions, investment case, and roadmap needed to move forward

Scale with focus

Help products, teams, and commercial activities grow across markets in a more focused and repeatable way.

Typical work:

  • Focusing on the customers, use cases, markets, and offerings that matter most
  • Improving pricing, go-to-market, sales, partnerships, and delivery
  • Building the teams, structures, and routines needed to grow across markets

Restore performance

Re-establish clarity, operating discipline, and accountable execution when complexity, cost, or unclear priorities slow progress.

Typical work:

  • Understanding where performance, complexity, or unclear responsibilities slow the business down
  • Setting clear priorities and strengthening plans, responsibilities, and management routines
  • Supporting implementation until the organisation can move forward with more clarity and control

Assess the opportunity

Help leadership teams and investors understand the commercial, digital, and operational potential before making important decisions.

Typical work:

  • Reviewing commercial traction, customer value, pricing, go-to-market, and competitive position
  • Looking at product, technology, data, and operating-model risks and opportunities
  • Turning the findings into clear recommendations and a practical plan

approach

From diagnosis to delivery.

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1. Establishing the fact base

Understand the commercial reality, customer traction, operating constraints, technology landscape, and decision environment. Identify what is known, what is assumed, and what needs validation before commitments are made.

Typical output:

  • a concise diagnosis of the situation
  • collection of key hypotheses
  • risks
  • decision questions

2. Making the critical choices

Prioritise what to build, scale, simplify, partner for, or stop. Translate strategic ambition into a small number of commercial, product, technology, and operating decisions with clear ownership.

Typical output:

  • priorities
  • decision options
  • budget and/or investment logic
  • a practical roadmap

3. Building execution capacity

Align roles, governance, planning, KPIs, product and portfolio priorities, commercial motion, and delivery capabilities around the agreed direction.

Typical output:

  • operating model
  • accountabilities
  • management cadence
  • execution plan

4. Driving delivery

Support or take responsibility for implementation, remove bottlenecks, test critical assumptions, and adapt decisions as new evidence emerges. The objective is durable capability and measurable progress.

Typical output:

  • delivered priorities
  • strengthened leadership routines
  • measurable progress

What makes change possible

Transformation requires more than a plan.

Lasting change also depends on leaders being prepared to take the necessary decisions, explain them clearly, and stay involved when the work becomes difficult.

It requires a clear understanding of the situation, decisions about what to prioritise and what to stop, and the structures needed to put those decisions into practice. My role is to work with leadership teams on these questions and to help turn the agreed direction into practical progress.

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My work combines commercial, product, technology, and operating perspectives. From executive decisions to practical delivery.

Experience that connects the dots

Business leadership

Commercial plans, operating plans, investment cases, budgets, and board reporting.

Digital B2B experience

Products, pricing, partnerships, cloud, data, AI, and operating models.

International scale

Cross-functional teams and businesses built across Europe and Asia.

Hands-on transformation

From assessment and decisions to implementation and measurable progress.

Start a Conversation.

If you are building a new business, scaling a digital offer, or restoring performance in a complex B2B environment, I welcome a confidential conversation.