I’ve spent more than 30 years in leadership. And
I’ve made many of the mistakes myself.
I’ve spent more than 30 years in
leadership. And I’ve made many of
the mistakes myself.
I’ve had the privilege of building businesses, scaling organizations, launching products, and developing great teams across Europe, the US, and China.
I’ve worked as CEO, COO, and Managing Director — in global technology companies such as Siemens, Flextronics, and HTC, and in scale-ups like EGYM and tonies.
Throughout that journey, my understanding of leadership changed fundamentally.
I learned that greater responsibility does not mean doing more.
And that some of the strengths that make you successful at one level can become obstacles at the next.
I know because I’ve experienced it myself.
MARTIN FICHTER
MENU
From decision-maker to enabler
When the stakes were high, I sometimes pulled decisions back to myself. I worked harder, became the
bottleneck and failed to use the collective intelligence of my team.
In a crisis, I was often expected to act quickly and decisively. And I did. But sometimes I moved too fast —
before I had fully understood the problem or thought through the strategy.
Over time, I developed a different way of leading.
Less about having the answers.
More about asking the right questions.
Less about making every important decision.
More about creating the environment for others to make better ones.
Less about my own performance.
More about making others successful.
Leadership is the art of scaling your impact.
From decision-maker to enabler
When the stakes were high, I sometimes pulled decisions back to myself. I worked harder, became the
bottleneck and failed to use the collective intelligence of my team.
In a crisis, I was often expected to act quickly and decisively. And I did. But sometimes I moved too fast —
before I had fully understood the problem or thought through the strategy.
Over time, I developed a different way of leading.
Less about having the answers.
More about asking the right questions.
Less about making every important decision.
More about creating the environment for others to make better ones.
Less about my own performance.
More about making others successful.
Leadership is the art of scaling your impact.
Why I developed the
Leadership Transition Method™
I loved my work as an executive. For a long time, I expected to continue doing it.
Building and scaling companies.
Bringing products to market.
Developing dream teams.
Making people successful.
I originally trained as a systemic coach because I wanted to become a better leader.
Something unexpected happened along the way:
I realized that developing leaders and teams was not just a part of my job I particularly enjoyed.
Why I developed the
Leadership Transition Method™
I loved my work as an executive. For a long time, I expected
to continue doing it. Building and scaling companies.
Bringing products to market. Developing dream teams.
Making people successful.
I originally trained as a systemic coach because I wanted to
become a better leader.
Something unexpected happened along the way:
I realized that developing leaders and teams was not just
a part of my job I particularly enjoyed.
Why I developed the
Leadership Transition Method™
I loved my work as an executive. For a long time,
I expected to continue doing it.
Building and scaling companies.
Bringing products to market.
Developing dream teams.
Making people successful.
I originally trained as a systemic coach because I wanted to
become a better leader.
Something unexpected happened along the way:
I realized that developing leaders and teams was not just
a part of my job I particularly enjoyed.
It was the part
I cared about most
What I’m most proud of is not
what I achieved myself, but
the leaders I had the privilege
to help grow.
Many of them went on to
become CEO, CXOs, and
Managing Directors themselves.
What I’m most proud of is not
what I achieved myself, but
the leaders I had the privilege
to help grow.
Many of them went on to
become CEO, CXOs, and
Managing Directors themselves.
The Leadership Transition Method™ grew out of that realization.
It combines more than three decades of operational leadership experience
with systemic coaching and a structured development process.
The Leadership Transition Method™ grew out of that realization.
It combines more than three decades of operational leadership experience
with systemic coaching and a structured development process.
From decision-maker to enabler
When the stakes were high, I sometimes pulled decisions
back to myself. I worked harder, became the bottleneck and
failed to use the collective intelligence of my team.
In a crisis, I was often expected to act quickly and decisively.
And I did. But sometimes I moved too fast —
before I had fully understood the problem or thought through
the strategy.
Over time, I developed a different way of leading.
Less about having the answers.
More about asking the right questions.
Less about making every important decision.
More about creating the environment for others to make better ones.
Less about my own performance.
More about making others successful.
Leadership is the art of scaling your impact.
Experience
30+ years of executive leadership
CEO · COO · Managing Director
tonies · EGYM · HTC · Flextronics · Siemens
Europe · United States · China
Technology · Consumer Products · Start-ups · Scale-ups · Global Corporations
Board Advisor · Leadership Mentor · Systemic Coach
Experience
30+ years of executive leadership
CEO · COO · Managing Director
tonies · EGYM · HTC · Flextronics · Siemens
Europe · United States · China
Technology · Consumer Products · Start-ups ·
Scale-ups · Global Corporations
Board Advisor · Leadership Mentor · Systemic Coach
Experience
30+ years of executive leadership
CEO · COO · Managing Director
tonies · EGYM · HTC · Flextronics · Siemens
Europe · United States · China
Technology · Consumer Products · Start-ups ·
Scale-ups · Global Corporations
Board Advisor · Leadership Mentor · Systemic Coach
Beyond work
I’m a husband and father,
passionate road cyclist, and
volunteer firefighter.
And after more than three decades,
I’m still a student of leadership.
Beyond work
I’m a husband and father,
passionate road cyclist, and
volunteer firefighter.
And after more than three decades,
I’m still a student of leadership.
Your next leadership step starts with a conversation.
What it’s like to work with me
Pragmatic, but values-driven.
Direct, but empathetic.
I won’t tell you how to run your business or pretend that what worked for me will automatically work for you.
Instead, I’ll ask questions. Sometimes uncomfortable ones.
I’ll challenge your assumptions, share examples from situations I’ve experienced myself, and give you direct
and honest feedback.
What it’s like to work with me
Pragmatic, but values-driven.
Direct, but empathetic.
I won’t tell you how to run your business or
pretend that what worked for me will
automatically work for you. Instead, I’ll ask
questions. Sometimes uncomfortable ones.
I’ll challenge your assumptions, share examples
from situations
I’ve experienced myself, and give you direct
and honest feedback.
What it’s like to work with me
Pragmatic, but values-driven.
Direct, but empathetic.
I won’t tell you how to run your business or pretend that what worked for me will automatically work for you.
Instead, I’ll ask questions. Sometimes uncomfortable ones.
I’ll challenge your assumptions, share examples from situations I’ve experienced myself, and give you direct
and honest feedback.
I’ll help you find your answer —
not adopt mine.
I’ll help you find your answer —
not adopt mine.
I’ll help you find your answer —
not adopt mine.
Integrity, humility, and respect are
not leadership techniques.
They are the foundation.
Integrity, humility, and respect are
not leadership techniques.
They are the foundation.
Integrity, humility, and respect are not leadership
techniques. They are the foundation.
Your next leadership step
starts with a conversation.
I’ve had the privilege of building businesses, scaling organizations, launching products, and developing great teams across Europe, the US, and China.
I’ve worked as CEO, COO, and Managing Director — in global technology companies such as Siemens, Flextronics, and HTC, and in scale-ups like EGYM and tonies.
Throughout that journey, my understanding of leadership changed fundamentally.
I learned that greater responsibility does not mean doing more.
And that some of the strengths that make you successful at one level can become obstacles at the next.
I know because I’ve experienced it myself.
It was the part
I cared about most
What I’m most proud of is not what I achieved
myself, but the leaders I had the privilege
to help grow. Many of them went on to
be come CEO, CXOs, and Managing
Directors themselves.
The Leadership Transition Method™
grew out of that realization.
It combines more than three decades of
operational leadership experience
with systemic coaching and a
structured development process.