Sales leadership · Enterprise sales · IT and OT
I build sales organisations.
I don't administer them.
What I build are teams and structures that keep delivering when I am not in the room.
I build sales organisations.
About me
Who is writing here
I lead enterprise sales at the exclusive go-to-market organisation for ManageEngine (Zoho Group) in Germany. Seventeen people across inside sales, key account management and partner management, around five years of line management across two companies.
My route here was not a straight one: a commercial apprenticeship, fourteen years in purchasing, inside sales and field sales, secondary school qualification taken alongside work, a dual degree, and most recently an MBA with distinction. I am at my best where something is meant to be built or changed.
- Collaborative
- Direct business and partners steered side by side, not against each other.
- Coaching-minded
- Two managers grew inside the company rather than being hired in.
- Performance-driven
- Results are achievable when you take the structure behind them seriously.
- Data-led
- Forecast, funnel and metrics instead of gut feeling.
At a glance
Over twenty years in sales, around five of them leading
Enterprise sales for IT management and security software, at the point where IT meets operational technology.
- Current role
- Head of Sales Enterprise Solutions at MicroNova AG, the exclusive go-to-market organisation for ManageEngine (Zoho Group) in Germany.
- Experience
- Over twenty years in B2B sales, around five of them in leadership roles across two companies, at peak twenty-three people.
- Core topics
- Go-to-market and the transformation of sales organisations: segmentation, role model, lifecycle, forecast and metrics.
- Sales models
- Direct business, inside sales, key account management and partner business, steered alongside each other rather than against each other.
- Customer segments
- Mid-market and large enterprise, regulated industry and critical infrastructure.
- Industries
- IT management and security software, manufacturing with operational technology, automotive OEM.
- Technologies
- ITSM · ITOM · UEM · IAM · Endpoint management · OT and ICS security
- Regulation
- NIS2 · ISO 27001 · TISAX · KRITIS
- Region
- DACH, with vendors in India and Israel. Based between Munich and Ingolstadt.
- Languages
- German as a native speaker, English business fluent.
- Awards
- Six ManageEngine awards, presented in January 2025 and January 2026, including Top Revenue Maker for Endpoint Central two years running.
- Education
- MBA Digital Business Management, Technische Hochschule Ingolstadt, with distinction.
A no without an alternative is not leadership, it is administration.
Focus
What I get brought in for
Six fields I work in. They build on each other: without a mechanism no team helps, without a team no channel holds.
I
Transforming sales organisations
From gut feeling to mechanism: segmentation, role model, lifecycle from land through expand to renew, KPIs, forecast and funnel transparency. The subject of my master's thesis and applied in practice, not on slides.
II
Building teams and developing managers
Two team leads report to me today because they grew inside the company rather than being hired in. One of them came out of inside sales. Demanding and supporting, not one without the other.
III
Go-to-market, channel and key accounts
Steering direct business and the partner landscape side by side without the two cannibalising each other. The real question is never who owns the customer, but which route serves which customer size profitably.
IV
Thinking IT and OT together
I built an OT sales business with no pipeline, no references and no playbook, working the accounts myself at the time. Endpoint management on the shop floor, inventory and vulnerability assessment of PLC controllers, NIS2 as a reason to talk rather than a scare tactic.
V
Selling across cultures
My vendors sit in India and Israel, my customers in the German mid-market and in large corporations. At REHAU I ran projects across Germany, Hungary and the Czech Republic. Translating between those worlds without either side feeling misunderstood is work in itself, not a by-product.
VI
AI in sales, practical rather than principled
Automating research, qualification and call preparation far enough that selling time ends up with the customer again. I have built such tools myself, which is why I know where the benefit sits and where the limit runs.
In public
On stage and in trade media
At trade fairs, association events and customer conferences since 2020, plus as an interview partner and author in the trade press. Every appearance is listed on the talks page with date, topic and source.
On stage
it-sa Expo2021 · 2023 · 2024 · 2025
BVSW SecTecMunich 2024
baramundi C2G2020 to 2023
ManageEngine UserConfHost 2025
TH IngolstadtGuest lecture 2026
In trade media
PROTECTORArticle 2024
GIT SICHERHEITInterview 2024
References
What others say about working together
Eighteen named references on LinkedIn, from team members, former managers, customers and the vendor side.
He recognised my potential early and gave me the opportunity to develop from inside sales into a channel manager role.Johannes Volpert
Channel Manager, MicroNova · reported to Andreas
With clear focus and excellent planning he realigned the sales organisation, established strong key account management and grew the partner business sustainably.Olaf Schönfeld
Sales Enterprise Solutions · reported to Andreas
He built the field sales function from the ground up — and backed it with a QBR cadence that brought real forecasting discipline to the enterprise pipeline.Rahul Tamilchemmal
Country Director Sales, BD, Partnerships & Growth, Zoho
Blog
Most recent
LinkedIn holds the opening. Here is the rest: the situation, the decision, and what came of it.
14 October 2026
Sales Transformation
Sales Transformation
Good people don't leave a transformation. They leave a bad one.
That the good people leave first in a transformation is only half true. Often it is the other way round, and the transformation is needed because they have already gone. Why those who stayed are not the leftovers, and how a single conversation in my first leadership role made everything that followed possible.
06 October 2026
Sales Transformation
Sales Transformation
Pay for the old and you get the old.
The target state is in place, everyone nods, and sales still works the way it always has. As long as the target system pays for the old behaviour, the transformation remains reversible. When to touch the target system, why it is decided by the classic conflict between new business and existing customers, and how to manage the transition without the team experiencing it as an attack on their income.
29 September 2026
Sales Transformation
Sales Transformation
A target state is not a vision.
When I take over a sales organisation, I usually have the target state in my head already. I still only put the worked-out version on the table once the analysis is done and the first change has had an effect. What belongs in a target state for me, why it is a sensitive subject in sales and why it is allowed to change.
Contact
Get in touch
For a professional exchange about IT management, endpoint and OT security, for enquiries about talks and hosting, or simply because you are dealing with the same problem right now. LinkedIn is the direct route, email works just as well.