Markus Baltzer on Leadership, Growth & Interim Management

Markus Baltzer’s journey through corporate growth, his experience in engaging Executive Interim Managers, and his work in virtual reality training are testaments to the power of adaptive leadership and personal integrity. His insights are invaluable not only for corporate leaders but also for Interim Managers leading change.

With an extensive background as an international leader, Markus combines strategic vision with pragmatic action, 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 career is 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.

What principles have guided your career?

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 honor diverse ideas. Throughout my career, I have applied these principles at every leadership level, fine-tuning them along the way. This approach has consistently delivered great results.

I grew up in West Berlin, and at that time, it was tough to travel outside the city. However, I had a desire to explore the world, learn languages, and engage with different cultures. Although I originally wanted to become a teacher, I pursued a commercial apprenticeship due to limited job prospects in education.

I started in agricultural sales, which took me to England, France, Scandinavia, and Germany. Later, I moved to Mexico, where I held my first significant leadership roles. I then returned to Germany before heading operations in Turkey and later taking on larger regional roles, including CEO positions in France and Poland.

My business life has been shaped by numerous mergers and acquisitions. After starting with Schering, I found myself with Hoechst AG, then Aventis, and finally Bayer, before rejoining Schering’s pharmaceutical business in Berlin—only to be acquired by Bayer again.

How did your role at Bayer evolve?

Bayer became my professional home for many years. My roles evolved significantly, especially after Bayer acquired Schering, where I had been managing operations in the Middle East and Asia. I became Head of Region Europe 2, overseeing 90 countries across Africa, the Balkans, former Soviet states, and Central Asia.

This was an exciting period, as these were emerging markets, and our unit was the fastest-growing business within Bayer.

Many of these companies started as chemical manufacturers before diversifying and focusing on their core competencies. Today, Bayer concentrates on three main areas: pharmaceuticals, agriculture, and non-prescription medicine. While each sector has different demands, they all share a foundation in science, innovation, and, most importantly, patient and consumer trust.

Eventually, I moved to France to lead Bayer’s pharmaceutical business before relocating to Poland, where I served as CEO of Bayer in Central Eastern Europe.

I was also 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 take on new challenges.

How do you integrate corporate cultures post-merger?

It starts with listening and respecting local perspectives. I never joined a ‘German club’ abroad—I immersed myself in each culture, even learning the language when possible, to understand people more deeply.

This shows commitment and builds trust, as they see you as part of their world rather than an outsider imposing changes.

How do you handle resistance to change?

Transparency is key. People naturally fear change, so it is crucial to communicate clearly and consistently. I always try to set milestones and openly address questions at each stage, even if I do not yet have all the answers. Trust is the foundation; you need to deliver on your promises.

Without it, change initiatives rarely succeed.

I have seen tremendous value in engaging Interim Managers. For instance, in one company, we needed to implement a new ERP system in the agricultural sector as the existing one was outdated and non-compliant. Since we lacked in-house expertise, we hired an interim expert who not only implemented the new system but also trained the team, ensuring a sustainable transition.

Gestión provisional is a wise investment, especially for business-critical projects where a permanent hire is unnecessary.

What is your role in CE Interim’s Advisory Board?

While I was still CEO at Bayer Eastern Europe, I met Bohuslav Lipovsky from CE Interim | Cross-Cultural Executive Interim Management. After leaving Bayer, I joined their advisory board, which has been an enriching experience. We evaluate projects, assess feasibility, discuss strategies to find new clients, and maintain a visible presence on LinkedIn to connect with the broader interim community.

I also represent CE Interim at industry events, such as the Interim Management Conference in Poland, where I presented a case study from Guatemala on the importance of intercultural capabilities.

How do you balance consulting, coaching, and advisory work?

It’s a busy but rewarding mix. Consulting and coaching clients can be challenging to find, but leadership training has taken off, particularly thanks to a virtual reality tool that has been very successful. Additionally, I am helping a company with a major takeover, where I moderate workshops and assist in strategy building.

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.

How can VR training help Interim Managers?

After leaving Bayer, I founded my own company focusing on consulting, coaching, and leadership training. I also partnered with the most prominent leadership academy in Poland, which 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 (such as helicopter and submarine simulations), and a debriefing session to ensure participants apply their learning effectively.

The idea was inspired by a leadership story from David Marquet, a submarine commander who turned a lack of technical knowledge 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 quickly adapt and deliver results. The program offers an intensive two-day learning experience covering leadership fundamentals, practice, and application, which participants describe as a ‘wow’ experience.

How do you maintain work-life balance?

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, reading, or enjoying a glass of wine.

Where do you call 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’s hard to pick a favorite!