Why Markus Slotta?
You do not need a consultant who explains change.
You need a partner who knows its consequences.
1990
In financial services since
in Germany and Austria
20+
Years in leadership
from branch level to a banking-group programme
8
Organisations
References from 1996 to 2022
Selected roles
Practice, not theory.
Banking group
Banking-group restructuring
Contributed to a banking-group restructuring. According to the published half-year report, Programm Adler was completed ahead of schedule.
Private bank
Interim Management
Interim experience at the interface of market, sales and marketing.
Post-merger integration
Training & enablement
Building a training and enablement organisation as part of a post-merger integration.
Retail banking
Turnaround · Sales management
Experience with turnaround, sales management and organisational restructuring in retail banking.
Point-of-sale finance
International build-up
Experience in building point-of-sale finance and international business.
Entrepreneurship
Founding · Building · Sale
Built Europe’s first live booking platform for golf. Sold the technology platform to an investor; terms are subject to a non-disclosure agreement.
Confidentiality
Not every mandate can be shown.
Part of my work is carried out under confidentiality. Some mandates are therefore not shown.
Evidence
Career overview
The full career history shows positions, periods and roles.
Case studies
Selected case studies
Selected case studies show the starting point, the approach and a professional assessment.
Areas of experience
What shapes my experience
Four areas of experience in detail – aspects of my experience, not additional services.
Enough theory?
You have seen how I work. Let us talk about your situation.
30 minutes, no obligation – at the end you will know where you stand.
Book a first conversationNot quite there yet? Take a four-minute self-assessment →
I know restructuring from delivering it.
I know transformation not just from concepts.
Areas of experience
Experience built through delivery.
The quality of transformation support does not depend on how convincingly someone talks about change. It depends on whether they know the pressure of decisions with real consequences: for earnings, processes, customers, teams and one’s own leadership responsibility.
In financial services since 1990 · more than 20 years in leadership roles.
Restructuring & governance
Decisions are not postponed in endless loops; they are properly prepared, owned and implemented.
Leadership & P&L responsibility
The commercial reality stays in view – not just the project plan.
Post-merger, sales & organisational restructuring
New processes must make sense to the people affected and hold up in day-to-day business.
Entrepreneurship & digital build-up
Change is not only a risk but also an opportunity for growth and new business models.
I have written a book about one of these roles. “Der Game Plan” (in German) tells the story of the branch turnaround at GE Money Bank Austria: 36 locations, four managers in three years, 84 people who started to write. The foreword, chapter 0 and prologue are available as an excerpt in German to download.
Mistakes happen. But you do not have to make all of them yourself.
Every transformation involves uncertainty. Even good plans run into new information, unforeseen dependencies and legitimate concerns. The aim cannot be to rule out every mistake. It is to spot mistakes early, learn from them and keep their consequences from growing larger than necessary.
I do not bring a stock of ready-made answers. I bring the advantage of experience: recognising the patterns, asking the right questions and developing with you an approach that fits your organisation. That way you do not have to learn from avoidable mistakes only after they have cost time, energy and trust.
Emotional intelligence is not a soft extra. It determines the quality of execution.
In change processes, it is people who do the work, not organisation charts. A manager who cannot take bad news upwards does not create stability – only green status reports, until the problem can no longer be overlooked.
Emotional intelligence does not mean giving way. It means noticing uncertainty, taking concerns seriously, not avoiding conflict – and still holding clear expectations. So you get not only knowledge about change, but the ability to lead people clearly and respectfully through demanding phases.
So that your people do not just go along, but learn.
A lasting transformation does more than improve key figures. It increases your organisation’s ability to handle the next change better – when employees understand why something is changing and how they can influence it.
That is why I do not treat communication as a one-way street. I create feedback channels: day-to-day operations contribute experience, senior management provides direction and decides, and the organisation learns from what needs to be adjusted.
Small transformations deserve a professional eye too.
“We are too small for change management” is an understandable but often expensive assumption. Smaller initiatives in particular have no buffers: if software goes unused, a generational handover remains unresolved or a sales process stalls, the friction hits the core business immediately.
You do not need an inflated big-corporate approach for this. You need a precise view of what really has to be solved: the right priority, a clear decision, realistic capacity – and an implementation your people support.
How I work
What drives me is simple:
Getting things that do not work
to work.
What this means for working together – six commitments you can hold me to.
Why organisations choose me
What you are looking for – what you get.
How others see it
What others write when I am not in the room
On this page I describe how I work. That is my view. The following three recommendations were written by people who experienced it – each independently, without coordination. The German originals are unchanged; the English is a translation.
The same observation three times:
- bringing order to complexity
- providing structure
- reaching the finish line
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When it comes to managing complex challenges, Markus Slotta is exactly the right person. No distance is too far, no analysis too laborious; every detail finds its place in the mosaic of the solution. His commitment is admirable and exemplary. When you work with him in a team, you can expect a good deal of humour.
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With his considered, very well-structured and direct manner, Markus knows how to “reach the finish line” while keeping the often necessary realistic view of things and never losing focus on what matters. Working with Markus is enjoyable and helps to achieve the goals that have been set.
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Markus is a gifted sales expert and knows how to structure projects clearly and well. I greatly value his expertise in project and change management. Thank you for the great collaboration!
All three are publicly visible on my LinkedIn profile, where the German originals can be read. View all 23 references from eight organisations →
Still undecided whether you need someone from outside at all?
Your next step
Clarity before the next decision.
A first conversation is not a sales routine and does not commit you to anything. It is an initial reality check: Where does your initiative stand? Which decision has been postponed? Where is the biggest bottleneck?
Let us clarify in 30 minutes what your transformation needs now – straight talk, a sound decision and a path to execution.
Book a first conversation View success storiesOr write directly to office@slotta.at.
Sources & editorial notes
This page puts career positions and working methods into context. It does not promise results for any specific initiative. The statement on the early completion of Programm Adler is based on the published 2022 half-year report of the Volksbank association (in German); individual roles and activities describe personal experience.
- Volksbank Wien AG (2022). Volksbanken-Verbund – Halbjahresbericht zum 30. Juni 2022 [Volksbank association – half-year report as at 30 June 2022]. Vienna. View source (volksbankwien.at, PDF, in German)
- Slotta, M. (2015). Change Management – Veränderung als Chance zur nachhaltigen Ertragssteigerung und Mitarbeitermotivation [Change management – change as an opportunity for sustainable earnings growth and employee motivation; master’s thesis]. AIM Austrian Institute of Management / FH Burgenland. Assessed 50/50 points, grade: excellent (1). Key findings at a glance
- Slotta, M. Career history. Slotta Consulting. View career history
- Mogård, E. V., Rørstad, O. B. & Bang, H. (2023). The Relationship between Psychological Safety and Management Team Effectiveness: The Mediating Role of Behavioral Integration. International Journal of Environmental Research and Public Health, 20(1), 406. View source (doi.org)
- Edmondson, A. C. (2014). Building a psychologically safe workplace [Talk]. TEDxHGSE. View source (youtube.com)
- Huy, Q. N. (2002). Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers. Administrative Science Quarterly, 47(1), 31–69. View source (doi.org)