What I do

I use digital change with you to redesign part of your previous value chain. Innovative and digital corporate performance can therefore not only be offered by future-oriented start-ups, but also by established companies. As an “external”, I am available proactively with “two hands and brains”, a large backpack of experience from a wide range of industries and markets, as an inquirer, challenger, coach, sparring partner, management colleague or simply discussion partner.

Who am I

René Reinli (MBA, Boston University), has worked from start-ups (from 300 to over 300,000 customers) to large global companies in various consulting as well as marketing and sales roles in the area of disruptive business models and digitalization and is therefore used to it To form world-class teams.

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René is an enthusiastic endurance athlete and sometimes takes his first 10,000 steps a day before breakfast.

How I work

Doing is intentional. Always!
But “KEEP THE BACK DOOR OPEN” René Reinli's five steps to better decision-making.

Plan Only set goals that you really want to achieve. Even more important: Define your goals precisely: "I want to get married" needs a different risk management than the goal "I want to stay happily married".

Check Before you make a decision, check everything you think you already know. This is how you prevent fatal mistakes. After all, if you accidentally make a mistake, the best management will not help you later.

Minimize Keep the risk to a minimum: You want to buy 50 stocks? Better buy 500! If 25 companies go bankrupt, it doesn't matter.

Manage Imagine all the good and bad options and make sure the bad ones don't do too much damage if they happen .

Being flexible unexpected often happens. So keep a back door open if your plans go down the drain. That's it!

What I believe

A successful digital transformation requires an ambitious roadmap that spans a period of 12 to 18 months, with clearly defined projects that can be implemented in 3-4 month cycles.

Well, the confrontation with the digital triggers a lot of "fears". The CDO has to take these up and it is important that he is on the management board, otherwise the digital transformation will "fail" guaranteed.

What a CDO has to do: A CDO has the following tasks: It has to develop marketing strategies, take care of the most important partners, have a say in what a company focuses on, have a say in what added value a company wants to deliver to its customers, take care of customer relationships and the most important resources of the Take care of the company, help define the channel strategy, support HR in the recruitment of specialists for digital transformation and - last but not least - it has to establish a "Big Data and Analytics culture" in the company.