We can’t change the wind, but we can adjust the sails.
– Aristoteles
…and admittedly, he probably had no idea about sailing and whether he even said that…
Nevertheless, it symbolises our striving for freedom and our willingness to change. We can only achieve true freedom of action if we act from our true self; a self that we know deeply and constantly question. Only then are we truly ready for change.
This realisation is the beginning of a personal revolution and can also be transferred to organisations or entire systems in which we operate. By working together as equals, we develop different perspectives on the forces and patterns that have led to the current situation.
By comparing our own realities with those of others, we achieve a deeper reflection.
About me
Tim-philipp weber
Psychology or industrial engineering? This question preoccupied me so much at the age of 19 that, after choosing to study industrial engineering in Karlsruhe, I automatically wanted to learn more about human thought patterns. Today, as a systemic coach and consultant, I support people and organisations in their search for the essentials. It is important for me to speak the language of my clients in order to meet them at eye level. Together we create clarity and structure by analysing obstacles, behavioural patterns and potential. My strengths lie in combinatorics and the development of customised approaches that promote thought patterns and inner clarity through creative changes in perspective. My approach integrates systemic coaching, neuro-linguistic programming (NLP), mental and sports coaching, innovative dialogue formats and other methods to support personal growth and the transformation of organisational structures. Meeting people and supporting them has always been my motivation. In doing so, I like to create an atmosphere in which people can work together in a valuable way.
Humorous, but always empathetic, I build bridges between being and should and challenge us to reflect and refine our attitude.
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Partner Network
Co-operation
In my professional life, dialogue with other experts is essential. Projects achieve their greatest impact through the network of specialists that surrounds them.
For years, I have been cultivating partnerships with selected international players and networks to remain agile, flexible and efficient and to offer my clients customised access to first-class expertise.
Co-operation with various consulting firms and market experts creates a synergy effect that drives innovation and leads my clients’ projects to success.
References
I have had the privilege of working on numerous exciting projects and engagements. These projects included the optimisation of business processes, the introduction of innovative technologies and the promotion of sustainable corporate development.
Working with various well-known companies has enabled me to apply my expertise in a wide range of industries and gain valuable experience.
A selection of these references will give you an insight into my work and the variety of tasks I have been able to successfully accompany.
References
Agile transformation
As part of the agile transformation, Scrum Masters, Product Owners and initially also project managers were trained and supported. The focus was on the transition from traditional to agile methods, including the communication of agile philosophy, values and principles. The SAFe framework was introduced in order to effectively integrate agile methods into the existing structures. This comprehensive transformation aimed to increase flexibility and efficiency in complex projects.
As part of the agile transformation, Scrum Masters, Product Owners and initially also project managers were trained and supported. The focus was on the transition from traditional to agile methods, including the communication of agile philosophy, values and principles. The SAFe framework was introduced in order to effectively integrate agile methods into the existing structures. This comprehensive transformation aimed to increase flexibility and efficiency in complex projects.
International team consolidation
As part of the internationalisation of a department, two locations were brought closer together. A common image and understanding was initially developed through various workshops. These workshops served to clarify mutual dependencies and develop a standardised way of working. Through specific projects and work, a common team understanding was ultimately created that promotes and strengthens cooperation across national borders.
As part of the internationalisation of a department, two locations were brought closer together. A common image and understanding was initially developed through various workshops. These workshops served to clarify mutual dependencies and develop a standardised way of working. Through specific projects and work, a common team understanding was ultimately created that promotes and strengthens cooperation across national borders.
MA activities
As part of the MA activities of a medical technology company, the development department was supported in finalising a new product. In an interim role, we worked out how to structure the department in an agile way, efficiently integrate resources from the parent company and develop a common culture. The implementation of agile values and principles took place in a practical manner and was continuously promoted by the company hierarchy, with the main focus on product completion.
As part of the MA activities of a medical technology company, the development department was supported in finalising a new product. In an interim role, we worked out how to structure the department in an agile way, efficiently integrate resources from the parent company and develop a common culture. The implementation of agile values and principles took place in a practical manner and was continuously promoted by the company hierarchy, with the main focus on product completion.
Organisational development and agile transformation (biotechnology)
The agile transformation was developed and implemented interactively in collaboration with the company management and department heads. In pilot projects, joint workshops and training sessions led to the development and internalisation of agile values and principles. The practical application of these approaches supported product development. Regular reviews, retrospectives and adjustments to the methods improved the understanding and effectiveness of the processes. The aim was to increase the maturity level of self-organisation and to optimise the handling of dynamic external influences.
The agile transformation was developed and implemented interactively in collaboration with the company management and department heads. In pilot projects, joint workshops and training sessions led to the development and internalisation of agile values and principles. The practical application of these approaches supported product development. Regular reviews, retrospectives and adjustments to the methods improved the understanding and effectiveness of the processes. The aim was to increase the maturity level of self-organisation and to optimise the handling of dynamic external influences.
Project management (Erbe Elektromedizin) New building, logistics, production and development building with organisational development
The ‘erbe 4.i’ project aimed to create a sustainable centre of excellence for medical technology instruments. As part of the project management role, the building was realised in close collaboration with the client and planners. The project comprised the construction of a new 24,000 square metre building for development, production and logistics, and led to the creation of 500 jobs through strategic planning and implementation. The project management focussed on the efficient integration of all planning phases and construction processes, bringing together the client’s multiple perspectives.
The ‘erbe 4.i’ project aimed to create a sustainable centre of excellence for medical technology instruments. As part of the project management role, the building was realised in close collaboration with the client and planners. The project comprised the construction of a new 24,000 square metre building for development, production and logistics, and led to the creation of 500 jobs through strategic planning and implementation. The project management focussed on the efficient integration of all planning phases and construction processes, bringing together the client’s multiple perspectives.