Operations · Ventures · Execution

I fund out why systems aren't working. I build what fixes that. Then I make them scale.

I dedicated the last twenty years figuring out why organizations, teams, and systems work or why they don't. I've done this at industrial level, inside growing companies, and at the earliest stages of new ventures. Not always in the same order. Rarely in the same industry twice. Based in Germany. If what you’re building isn't working the way it should, I'd like to hear about it.

Let's talk

Operations · Ventures · Execution

I fund out why systems aren't working. I build what fixes that. Then I make them scale.

I dedicated the last twenty years figuring out why organizations, teams, and systems work or why they don't. I've done this at industrial level, inside growing companies, and at the earliest stages of new ventures. Not always in the same order. Rarely in the same industry twice. Based in Germany. If what you’re building isn't working the way it should, I'd like to hear about it.

Let's talk

Production
Production
Production

ABOUT

My career started in environments where doing something wrong wasn’t an option. Not failure-as-learning, actual consequences. This has shaped my attitude towards quality and precision in ways I still carry into every project.

I spent years running large, complex organizations across Europe, the Americas, and Asia, building things at scale, leading teams across cultures, figuring out how to hold systems together. Every context was different. The underlying problems were mostly the same.

More recently I turned to ventures and startups. My projects became faster, messier, less defined. The problems look different on the surface, but the question underneath is always the same: Why isn't this working as well as it should? Even if no one has named it yet.

2004 – 2005

Bombardier &

Balfour Beatty

TRAINEE · PRODCUTION & POWER SUPPLY

First contact with industrial systems. Manufacturing and power supply from the ground up, where real builders are made.

2005 – 2007

Alstom Power

PRODUCTION MANAGER

First management role. Leading production teams in high-stakes industrial environments. Where accountability becomes real and leadership is earned on the floor.

2008 – 2011

Leistritzt

Turbinenkomponenten

SENIOR PRODUCTION MANAGER

Advanced turbine component manufacturing. Precision at the micron level. Detail as a non-negotiable standard not a preference.

2011 – 2014

MTU Maintenance

SENIOR PRODUCTION MANAGER AIRFOIL REPAIR

Aeronautical components under extreme quality demands. Reduced turnaround time 24% with innovative takt concepts. What fails at 35,000 feet gets no second chance.

2014 – 2018

GE Power

SENIOR MANAGER RTCOE ST

30 innovative repair methods introduced globally. Founded the Repair Technology Center of Excellence, a global standard for the industry, not a local fix.

2019 – 2021

Hübner Group

HEAD OF GLOBAL PRODUCTION

12 international sites. +15% profitability in Mobility division. Up to 50% cost reduction at key sites. The scale where real operators prove themselves.

2022 – 2023

Bravobike

(Jobrad Group)

CHIEF OPERATING OFFICER

+100% production efficiency through end-to-end process redesign. Industrial repair setup built from scratch. Lean Management as a measurable result, not a methodology slide.

2022 – 2026

Digital Bike Services

CO-FOUNDER

Predictive bike maintenance platform, B2B2C model for workshops and distributors. Building the product that connects cycling passion with operational precision.

2023 – 2025

mylo

(JobRad Group)

CHIEF OPERATING OFFICER

Strategic and structural transformation of a startup inside a corporate group. Scaling operations, improving decision-making frameworks and cross-functional alignment. Frankfurt, Munich, hybrid.

2025 – today

Dedrone

MANAGING DIRECTOR

Scaling production from 2,500 to 6,000 units/year in 6 months, no budget doubling, no space expansion. Pure operational redesign: Lean transformation, capacity modeling, quality gates. Kassel.

From high-precision industrial environments to early-stage startups, I've spent most of my career on one question: Why do some companies and teams work well and others don't? The answer is almost never visible at first glance.

About

20+

Years in the field

24

Sites run across the worls

4

Continents, one underlying question

3

Ventures built from zero

HOW I WORK

Approaching the challenge/chaos/mess

Approaching the challenge / chaos / mess

The moment the underlying logic appears

There's a specific point in every project when the noise settles and a pattern becomes visible. That's the moment I live for, when something that felt chaotic starts to reveal its own logic. I've been chasing that moment across industries for twenty years.

There's a specific point in every project when the noise settles and a pattern becomes visible. That's the moment I live for, when something that felt chaotic starts to reveal its own logic. I've been chasing that moment across industries for twenty years.

Learn more

Staying in the problem long enough to understand it

Most problems get solved too quickly and before they're really understood. What I've found useful is the ability to stay in the mess a little longer, map what's actually happening, and  address the real issue, not just the visible one.

Most problems get solved too quickly and before they're really understood. What I've found useful is the ability to stay in the mess a little longer, map what's actually happening, and  address the real issue, not just the visible one.

Learn more

Reading how something works before trying to change it

I can walk into a company, approach a team, or focus on a product that isn't working to figure out what needs to change. Not by applying a framework, but by reading how things actually function; the people, the decisions, the gaps, and building the minimum change that lets things move forward.

I can walk into a company, approach a team, or focus on a product that isn't working to figure out what needs to change. Not by applying a framework, but by reading how things actually function; the people, the decisions, the gaps, and building the minimum change that lets things move forward.

Learn more

The work is done when it runs without me

I don't deliver reports. I don't deliver recommendations. I deliver companies and teams that function, where people know what to do and no longer need me to keep things running. That's what I'm hired for. That's how I know it worked.

I don't deliver reports. I don't deliver recommendations. I deliver companies and teams that function, where people know what to do and no longer need me to keep things running. That's what I'm hired for. That's how I know it worked.

Learn more

FAQ

A few questions I get asked

What exactly do you do?

What exactly do you do?

How do you think?

How do you think?

You've worked in very different industries, how does that connect?

You've worked in very different industries, how does that connect?

What drives you professionally?

What drives you professionally?

What do you do when you're not working?

What do you do when you're not working?

Building something that should be working better than it is?

I'm not always free. But I'm always interested in a real problem.

Let’s talk

Working on something
Working on something
Working on something

Esteban Solís

Twenty years figuring out why companies and teams work, and what to do when they don't. Industrial scale, early-stage ventures, and everything between. Based in Germany.

Esteban Solís

Twenty years figuring out why companies and teams work, and what to do when they don't. Industrial scale, early-stage ventures, and everything between. Based in Germany.