Dr. Ulrich Althauser

For 26 years Ulrich Althauser has been concerned with the question of how companies function and how structures, processes and especially culture have to converge in order to achieve efficiency and success. Soon he came to the conclusion that human resources management is one of the driving forces to achieve just that. Therefore, he majored in Organisation and Human Resources Management at Mannheim University and consequently graduated in Organisational Psychology to pursue his curiosity.  

After his studies and time as a research assistant (1982) he learnt human resource management from scratch with Hessischer Rundfunk (broadcasting) and went on to work as a Personnel Officer, Assistant to the Personnel Manager and Director of Education at Frankfurter Allianz / Allianz AG for many years. He went on to be in charge of German HR at Alstom GmbH, he had responsibility for the company reorientation at the Schefenacker Group whilst the Head of Global Human Resources & Integration Management and worked as Head of Corporate Human and Organizational Development at SICK AG.  

Like a helix these stages in his career are interconnected with leadership functions at consultancies: Between 1998 and 2002 as Practice Leader and Member of the Corporate Management team of Towers Perrin Germany for the area of Human Resources and Change Management as well as Intellectual Capital Management; from 1992 until the end of 1998 as Senior Manager at KPMG Consulting GmbH in the field of Human Resources Consulting/Change Management.

In order to answer “his” question he undertook advanced training as a Change Manager (ODR Change Management Consultant), NLP Master and various additional training qualifications in Gestalt Therapy, Psychodrama, TCI and Systemic Coaching, to name but a few, whilst coming to the conclusion more and more that coaching is one of the keys to success. Besides leadership consulting, executive coaching is now the main focus of his work.

In his coaching practice today he enjoys combining his varied experience and deeper insight from an insider’s viewpoint with the external outlook of a consultant. As an executive coach he sees himself as a fixed-term companion and challenger, someone who enables the coachee to reflect on himself/herself, to question models and personal strategies, and as someone who develops specific action alternatives with the coachee and consistently works on solutions and advances.