Friederike von Krosigk
I have spent many years in the very situations I now help others navigate.
I know the responsibility that comes with a strategy that must not only convince, but work in the business. The challenge of changing an organisation while it still has to deliver. And situations where growth falls short of expectations or a new role suddenly demands something different of how you lead and how you see yourself in that role.
For more than 25 years, I have worked on questions like these — and on myself — across marketing, sales, strategy and general management, in local, regional and global roles.
Not everything I have set in motion over those years has worked. I have seen success, but I have also made decisions I would make differently today. Both are part of the experience I bring to my work now.
I never looked at a single function in isolation.
My career has taken me from FMCG through medical devices and pharma to life sciences and MedTech. I have worked at companies including Mondelez, Mars, Johnson & Johnson, Merck KGaA and GE HealthCare.
As General Manager for the Nordic markets at Johnson & Johnson, I held P&L responsibility and led a business from negative growth back to double-digit growth.
At Merck, my work included global portfolio and brand strategy, Strategy Realization and the strategic development of the Fertility business.
At GE HealthCare, I led Strategy & Marketing for EMEA and later Marketing for the international regions, with an organisation of more than 400 people.
I have also been invited to speak and contribute my perspective in panel discussions and at industry events.
I have also been invited to speak and contribute my perspective in panel discussions and at industry events.
Strategy is central to my work — but not without the consequences it demands.
I have taken products from idea through global roll-out, reshaped customer and product portfolios and worked on Commercial and Operating Models.
My work has also included CRM and MarTech, Omnichannel models, Workforce Planning and Capability Building, Analytics and AI, as well as building and reshaping organisations.
Again and again, I have seen how little even a good strategy achieves when capabilities, responsibilities and systems do not support it.
Just as important is that people understand how those changes connect to the organisation’s goals. Without that connection, the commitment needed to carry change through is missing.
AI is now an integral part of these questions.
At GE HealthCare, I worked on building a data-driven and AI-enabled marketing organisation and advanced the use of AI in Analytics and Content, alongside pilot projects, training and Communities of Practice.
I have complemented this experience through Executive Education programmes at Kellogg in Data Analytics & AI and AI Applications for Business Growth.
For me, AI is not an end in itself. What matters is where it genuinely contributes to better decisions, different ways of working or new opportunities for the business.
For me, people are the decisive factor. Their actions determine whether change succeeds.
I have led large international teams and seen how strongly clarity, trust and personal responsibility determine whether a strategy is actually put into practice.
Since 2007, I have been certified as a Business and Management Coach by dvct. Coaching has always been part of how I lead: understanding what moves people through change and helping them use their potential and take responsibility.
Today, I bring these experiences together in CLARIST.
What I bring is not a career built in a single discipline. It is the experience of working on the same business questions from very different perspectives — as a person, marketing and brand leader, strategist, General Manager, global leader and coach.
And that is what has shaped the conviction I hold today: Before we change anything, we should know what we actually need to become.
Let’s talk about your question.
In an initial, free conversation of up to 30 minutes, we clarify what the question is, whether I am the right person to help, and what form of collaboration might make sense.
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