Ingo's work focuses on operational transformations in strategic infrastructure, the transport and the travel sector, and he is one of the leaders of our work on supply-chain management in Europe.
In the strategic infrastructure sector, Ingo’s recent projects include a lean transformation programme for the largest private water company in Europe to reduce operational expenditure by 18 percent, the redesign of a maintenance strategy for a large UK utility, and a cost-reduction programme targeting direct and indirect procurement costs at a large European multi-utility that resulted in an average reduction in spend of 13 percent across all categories.
Ingo’s recent client work in the travel and transport sector includes helping a major European travel operator to optimise the client’s entire supply chain for hotel and airline capacity, as well as a full transformation of the client’s indirect procurement activities. In another project, he advised a major EU rail infrastructure owner and operator on how to improve the asset inspection activities and the asset management governance for 20,000+ bridges, tunnels and train stations.
In logistics, Ingo has supported a major NATO force in improving supply chain performance (traceability, delivery lead time and delivery reliability) on multi-year overseas operations.
Before joining McKinsey, Ingo was the managing director of a consultancy firm providing turn-key logistics facilities. He has a master’s degree in mechanical engineering and a doctorate in supply-chain management from RWTH Aachen, Germany.