Hard Profits Need Strong Leaders.
The BYG Code.
Global projects in the automotive industry do not fail because of bad numbers. They fail because leaders are exhausted, teams hide problems, and trust is broken between Germany, Slovakia, and India.
At BYG Consulting, we use three clear rules. This is not corporate theory. These are the exact operational rules I used to mentor 12 leaders in Pune, slashing fluctuation rates, and to build a high-performing electronics department from zero to 50 experts in Slovakia.
The Base: Full Energy Needs Clear Rules for Rest
Many companies praise leaders who work 80 hours a week and never switch off. I fundamentally disagree. Tired leaders make bad decisions.
My daily rules for elite performance are fixed:
- Physical Strength: I do sports every day to build energy for clear thinking.
- Mental Focus: No alcohol at all. It keeps my mind sharp.
- Strict Boundaries: At 19:30, my phone is off. That time is strictly for my partner, my rest, and my life outside work.
I care deeply about helping leaders like you. But I keep my energy at a safe level to avoid burnout. Why does this matter to you? When we work together, you get 100% of my focus and power. You get a partner who is fresh, ready, and fully charged. I will show you how to build this exact same strength and boundary-setting in your own leadership team.
Deep Dive: How the 3 BYG Rules Fix Your Biggest Problems
These are not nice ideas. These are strong laws we use in every project. Click each one to see how it solves real, expensive friction in your company.
See Real Results
Rules only matter if they bring results.
See exactly how I built a greenfield electronics department in Slovakia from 0 to 50 employees across 8 functions in just 4 years, securing responsibility for two main products of the Brose Group.
- 1️⃣26 Years of Real Industrial DNA I did not read about the pressures of global automotive manufacturing in a business journal. I lived them. From building a greenfield electronics department in Slovakia from scratch, to managing complex technology operations and cross-cultural teams in Pune, India, to navigating corporate strategy alignment from Germany. The friction you are experiencing is not abstract to me. I have felt it, made mistakes inside it, and learned what actually works.
- 2️⃣ICF Professional Certified Coach (PCC) The PCC credential from the International Coaching Federation requires completion of an accredited coach training program, hundreds of documented coaching hours, rigorous mentor coaching, and a formal performance evaluation against the ICF Core Competencies. It is not a certificate of attendance. It is a globally recognized standard of demonstrated mastery and it means every session you have with me follows a professionally tested, ethically governed methodology.
- 3️⃣The No-BS Promise Hard profits need soft skills. But soft skills do not mean comfortable conversations at the expense of the truth. My commitment to you is radical, respectful honesty. I will hold up the mirror and tell you the uncomfortable things about your leadership impact that your own team is too afraid to say, that your peers are too diplomatic to raise, and that your HR department has been documenting without mentioning. This is what makes the work real.
FAQ: The Core Principles (Reality Check)
A Deal is a Deal
Q1: Why do standard meeting protocols often fail to secure real commitments? | A: If you just write down tasks in your own words as the leader, you will often fail. You must ask the responsible person to dictate the commitment into the protocol in their own words and ask for their direct commitment to exactly what is written. |
Q2: How do you handle a senior expert who simply “forgets” to deliver a critical milestone? | A: I do not accept excuses, only results. During a global task force, a senior developer used exactly this excuse. I calmly documented the failure in the protocol, but afterwards, I made it crystal clear in private that a deal is a deal and I would not accept this behavior twice. |
Q3: What happens to a team culture if you tolerate excuses instead of enforcing a deal? | A: If a task is committed but not delivered, and you do not react as a leader, no one will deliver in the future anymore. You have to make the people responsible and hold them accountable to maintain the power of your meetings. |
Honesty is not Negotiable
Q4: How do you handle team members demanding salary hikes when you do not have the final budget authority? | A: Honesty is not negotiable, so I never promise what I cannot guarantee. I tell performing members that I understand their wish and will support them, but I make it 100 percent clear that the final decision involves multiple corporate layers. Teams respect this clarity much more than empty promises. |
Q5: During corporate crises or restructuring, how much should a leader disclose to the team? | A: Honesty means sharing confirmed facts, not rumors. During the pandemic, I strictly shared only official, decided information with my team. Sharing unconfirmed, confidential corporate discussions would have only caused confusion and more fears. |
Q6: Does honesty include showing your own frustration or stress as a leader? | A: You cannot hide your emotions anyway. I once thought I could hide my bad moods, until I learned my assistant secretly warned the department whenever I came in stressed. Your team has sensors for your feelings. You must acknowledge your emotions actively, for example by telling yourself that you observe you are angry, to move from a reaction to a conscious action. |
Go For Results, not for Excuses
Q7: How do you manage a brilliant but toxic high-performer who uses their expertise as an excuse for bad behavior? | A: You let them go. I once had a senior developer who demanded more money, did only the bare minimum, and acted harshly towards an assistant until she cried. I watched this toxic behavior infect younger colleagues. The moment I removed that person, we turned back into a great team within days. |
Q8: My international team in India constantly says “Yes,” but the deliveries fail. Why? | A: The Indian way of saying “no” is often a “yes” followed by ghosting, because a “yes” is primarily a sign of respect towards authority, not an agreement. The worst thing you can do is ask closed questions like “Do you agree?”. To get results, you must ask open-ended questions to uncover real execution gaps. |
Q9: Is it fair to demand hard results when an employee is missing deadlines due to high workload? | A: Demanding results means helping them clear the roadblocks, not just shouting for outcomes. When one of my team members repeatedly missed deadlines, I asked coaching questions until we found the root cause: time management. We provided targeted training, and the timing of their deliveries was permanently maintained. |
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Find out in 3 minutes how much money your team is losing because of cultural misunderstandings between Germany, Slovakia, and India.
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If you want someone who accepts excuses, we are not a fit. If you want a strong sparring partner who gives 100%, respects your time, and pushes you to the next level, let’s start.
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