Markus Baltzer’s journey through corporate growth, experience in engaging Executive Interim Managers, and virtual reality training is a testament to the power of adaptive leadership and personal integrity. His insights are not only valuable for corporate leaders but also for Interim Managers leading change.
He has an extensive background as an international leader, combining strategic vision with pragmatic action and engaging with individuals and teams on an equal level. Guided by strong values, he drives business with a keen focus on win-win solutions, resulting in numerous successful turnarounds. His journey highlights a career built on adaptability, deep cultural respect, and a passion for impactful leadership. From global executive roles to cutting-edge leadership training, he continues to inspire those around him with his commitment to growth and innovation.
You have had an exciting career; can you tell us about the principles that have guided you?
“I believe that what we do must have a strong purpose. Success comes from a clear vision, a well-founded strategy, and, perhaps most importantly, sticking to values that respect people as individuals and honour diverse ideas. Throughout my career, I have applied these principles at every leadership level, fine-tuning along the way. This approach has consistently given great results.”
You have held a range of leadership roles across industries and continents. Can you share a bit about your career journey?
“I grew up in West Berlin, and at that time, it was tough to travel out of the city, but I had a desire to explore the world, learn languages, and engage with different cultures. Although I originally wanted to become a teacher, I did a commercial apprenticeship, as unemployment rates for teachers did not show any reasonable perspective. I started in agricultural sales, which led me to work in England, France, Scandinavia, and Germany, and later took me to Mexico where I held my first important leadership roles. Later I returned to Germany and went to head the Business in Turkey, before taking up bigger regional roles in Germany, followed by CEO positions in France and Poland.
My business life was marked by a lot of mergers and acquisitions. After starting out with Schering, I found myself with Hoechst, later Aventis and finally Bayer before leaving and joining the pharmaceutical business of Schering in Berlin and being acquired by Bayer again.
What was your role with Bayer, and how did it evolve over time?
“Bayer became my home for many years. My roles there evolved significantly, especially after Bayer acquired Schering, where I had been managing operations in, among others, the Middle East and Asia. I became Head of Region Europe 2, overseeing 90 countries across Africa, the Balkans, Soviet states, and Central Asia. It was an exciting time, as these were emerging markets, and our unit was the fastest-growing business within Bayer. It is interesting, that many of these companies began as chemical companies, then diversified focusing on their core competencies. Today, Bayer focuses on three main areas: pharmaceuticals, agriculture, and non-prescription medicine. Each area has different demands, yet they share a foundation in science, innovation, and, importantly, patient and consumer trust.
Eventually, I moved to France to head up Bayer’s pharma business, then relocated to Poland to serve as CEO of Bayer in Central Eastern Europe and was involved in local industry leadership, serving as President of the Polish-German Chamber of Industry and as a board member of Infarma, the Polish pharmaceutical association. After seven years, I felt it was time to move on to new challenges.”
You are known for your ability to integrate different corporate cultures, especially post-merger. What is your approach?
“It starts with listening and respecting local perspectives. I never joined a ”German club” abroad – I engaged myself in each culture, even learning the language, when possible, to understand people in a deeper way. This shows commitment and builds trust, as they see you as part of their world, not an outsider imposing changes.
How do you manage change, given it is often met with resistance?
“Transparency is key. People naturally fear change, so it is crucial to communicate clearly and consistently. I always try to set milestones and openly answer questions at each stage, even if it is to say that I do not have all the answers yet. Trust is the foundation; you need to deliver on your promises. Without it, change initiatives rarely succeed.”
Can you share an example from your experience with Executive Interim Management?
“I have seen fantastic value in engaging Interim Managers. For example, in one company we needed to implement a new ERP system in the agricultural sector as the existing one was no longer up-to-date and compliant. Lacking in-house expertise, we hired an interim expert who not only implemented the new system but also trained the team, ensuring a sustainable transition. It is a wise investment, particularly for business-critical projects where you don’t need a permanent hire.”
You are a member of CE Interim’s Advisory Board; can you tell us more about that?
“While I was still CEO at Bayer Eastern Europe, I met Bohuslav Lipovsky from CE Interim. After leaving Bayer, I joined their advisory board, which has been an enriching experience. We evaluate projects, consider their feasibility, discuss strategies to find new clients, and we all maintain a visible presence on LinkedIn to connect with the broader interim community. As part of my role, I represent CE Interim at industry events, like the Interim Management Conference in Poland, where I presented on the example of an experience in Guatemala and how important intercultural capabilities are.”
What are you doing now and how do you balance consulting, coaching, and your advisory position?
“It’s a busy but rewarding mix. Consulting and coaching clients can be challenging to find, but the leadership training has taken off, partly thanks to the virtual reality tool, which has been a success. Beyond that, I am also helping a company with a major takeover, where I moderate workshops and assist in strategy building. I’m grateful for the variety in my work. Each role allows me to share my experience, help others grow, and continue learning myself. There’s a lot to look forward to, and I’m enjoying every bit of it.”
You lead a unique training program in virtual reality. What inspired this?
“After leaving Bayer, I founded my own company focusing on consulting, coaching, and leadership training. I also partnered with the most important leadership academy in Poland who developed a virtual reality tool, designed to provide immersive leadership training. This tool has been a game-changer, helping leaders experience and practice real-time leadership in virtual scenarios. The training includes leadership theory, practical sessions in a VR environment (helicopter and submarine), and a debrief, allowing participants to transfer the experience back to their work. The feedback has been overwhelmingly positive, with clients appreciating the unique, hands-on approach. The idea came from my colleagues, inspired by a leadership story from David Marquet, a submarine commander who turned a lack of knowledge about his vessel into a leadership advantage.”
How can this be used by Interim Managers?
“It is ideal for them. The VR training builds team dynamics and trust, both critical for Interim Managers who must adapt and deliver results quickly. The training provides a two-day intensive learning on leadership fundamentals, practice, and application, which participants describe as a “wow” experience.”
You seem to have a great balance between your work and personal life. What is your approach?
“I love exploring new places, often by bike. A while ago, I cycled from Berlin to Scandinavia and back. I also enjoy reading; I have read about 60 books this year. My professional life is social enough, so in my downtime, I appreciate quiet moments—whether working in my garden or reading and enjoying a glass of wine.”
And finally, where’s home now?
“I split my time between Berlin and Poland, both of which I find vibrant and full of wonderful people. Each place I have lived has had its own charm, and I’m grateful for each experience – it is hard to pick a favourite!”
Read more about the virtual training here: www.4results.team