Designed and facilitated a multi-pillar strategy alignment event for Mercedes-Benz Mobility's executive leadership, including custom workshop design for five business units, training and coordination of eight facilitators across all continents, and direct facilitation of the CEO session.
Aligned 100 senior leaders across five business pillars
About
Mercedes-Benz Mobility is the financial and mobility services division of Mercedes-Benz Group AG, offering financing, leasing, insurance, and flexible mobility solutions across more than 40 countries. With over 9,000 employees, Mobility is a critical business engine for the Group — managing customer relationships, fleet optimization, and the expansion of digital mobility services globally.
Challenge
Mercedes-Benz Mobility had developed a comprehensive five-pillar strategy designed to reshape how the business operates across five distinct business units. The challenge was not strategy design — that was done — but execution: getting its hundred most senior people — managing directors, country heads and the full board, scattered across the world — genuinely aligned on the new direction and energized to implement it. An external consultant had done the strategy work but lacked the facilitation capability to drive true alignment at that scale and complexity.
Solution
Took ownership of the entire alignment execution. Worked directly with the four business pillar leaders to deeply understand each pillar's strategy and constraints. Designed five custom workshops — one for each business pillar — that moved beyond presentation to genuine stakeholder dialogue. Brought in and trained eight additional facilitators, aligning them on methodology and ensuring consistency across parallel workshop streams. Orchestrated a global virtual event spanning all continents, running the five workshops in parallel while managing complex logistics and group dynamics. Facilitated the CEO session directly, using strategic questioning to surface the right content, shape better decision-making, and create a tangible roadmap the leadership team could commit to.
Outcome
100 leaders across all continents left genuinely aligned — not just informed — on the five-pillar strategy. The CEO session produced a committed roadmap, and from a panel stage the CEO later named the work by name. Organizational energy shifted from strategy debate to execution.
He didn't announce the strategy — he designed the day so a hundred leaders could build their ownership of it themselves.
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