For ASICS, Nike, MINI, Opel, Nutella and Spotify there were campaigns, films and quite a lot of images. Five years of ASICS Europe became a school of their own. Single visuals grew into an attitude, the attitude into a brand world, and my role as a designer into responsibility for ideas, teams and budgets. I found ideas, developed other people’s further, presented them to clients and made sure nothing interesting got lost on the way from first sketch to release.

With Audi, Lufthansa, Hyundai and Kia, campaigns turned into digital brand worlds, international platforms and products. Ideas were suddenly not just visible but usable and measurable. There were users, traffic and rather concrete evidence of what worked and what didn’t. That took empathy above all, plus UX, UI design and the ability to translate complex content into understandable structures and flows. My responsibility ran from the first idea into the detail — and across everything in between that likes to fall apart.

At Volkswagen, individual digital solutions became one coherent system. The new brand design had to be carried onto the digital touchpoints of a global brand — across products, markets and teams. As Product Owner I was responsible for the Living Styleguide and led a team between Wolfsburg and Hamburg. Add rulebooks for apps, illustration and motion. It was no longer just about the result, but about clear decisions, shared rules and tools that let many people work consistently.

With Landvergnügen, an app came to life from first sketch to the store. Structure, flows, interface and language from one hand. With traicer followed a digital product of my own, where brand, technology, business model and user experience are developed at the same time. Much of what I used to do separately comes together here. Creative direction, UX, UI design, systems, product development and, by now, a great deal of AI. Not as a collection of disciplines, but as daily work on a product that has to solve a real problem.