A group becomes a team.
I accompany teams and projects with a systemically informed, agile approach: from the first encounter to genuine flow, even under tight constraints, with little time and a limited budget. No ready-made template. A process that creates exchange, clarifies roles and tasks, and is held with calm and presence. The result is a team whose members know and trust one another, and enjoy the work.
Kick-offs that give the work a foundation
The process begins with a kick-off centred on needs and wants. What does each person need in order to work well? What does the team need from one another? The result is a Code of Interacting that everyone has helped shape, and each person knows the others a little better.
I design team workshops with Liberating Structures: microstructures that ensure every voice is heard, not only the loudest. We surface themes, cluster them and set priorities together. I design retrospectives so that people genuinely enter into exchange instead of working through a list of points.
These formats are grounded in calm and presence. I think in systems and at the same time sense what is happening in the room, even before anyone names it. Together, these capacities allow me to notice friction early and work through it before it hardens into resistance.
Workshops and retrospectives
Structures that last
I introduce agile methods for developing and managing tasks and roles, and make them tangible. This includes skill mapping: Who can do what? What does each person want to learn? Where do people complement one another? The organic principles of the Living Systems Framework are part of the work, whether or not the team works iteratively.
A few examples from practice
German Association for Lighting and Camera Support Professionals, BVB e.V.
The starting point: hundreds of film lighting professionals repeatedly find that public authorities do not understand their work. I joined the association’s board and initiated a development and participation process. The result gave colleagues on set and caseworkers in public agencies a shared, workable basis: updated occupational profiles, adapted to modern production conditions and team structures, that make the daily work, skill and responsibility of these professions understandable beyond the industry.
Kiezburn Berlin
The starting point: a Telegram group, a vision, no plan, no concept and no budget. The result: a functioning crew, clear roles, a completed temple installation at the festival, and 1,200 people watching the “Seven Gates of Grief” burn in silence for an hour on the final day.
Tacita Dean: FILM, Tate Modern London
Tacita asked whether I thought her concept could be realised. My answer was simple: we will make it possible. In the end, a proud team of more than 20 people had achieved many things that had never been attempted before, and FILM opened in the Turbine Hall at Tate Modern.
Studio U, Berlin
The starting point: an underused coworking space. What it became was a living network of around 50 creatives and technicians. Over five years, it produced installations at Fusion Festival, delivered commissioned work for Spotify, Adidas, Springer Verlag, the Museum der Dinge and the Humboldt Forum, hosted close to 50 public events, and gave rise to several independent businesses.
The Y Radio e.V., Berlin
An ambitious project failed to reach sustainable cash flow. The funding ran out. I continued working with the team so they would not be left with nothing beneath their feet. The Y Radio, an online community radio association, is still broadcasting today.
Many other projects are covered by NDAs. What I can say is that they took place in very different contexts, where I contributed to team coherence and collaboration, but also to system composition, business architecture, product development and market fit.