How much emotion can a business consultant handle?

The faces and stories of our consultants are many and varied. Hardly anyone’s career path that led them to enomyc is like another. We interviewed two of them:
Industrial engineer and senior consultant – at 26 years old, Felix Dosch has lived in Australia, worked in the USA, and studied in Taiwan. And 55-year-old Reiner Winkelbauer, business mathematician and partner, completed his master of science in 1990 in Syracuse, New York, before assuming responsibility for 600 employees and 70 million euros in sales as a CFO and managing director for many years.Learn moreThe most important lessons: advice they didn’t take and insights they want to share with prospective talents.

Mr. Dosch, did you always want to go into consulting?
No, when I was a kid, I wanted to be a detective.

Do you find detective elements in your everyday work today? 
Definitely! I like to look at things with a magnifying glass, analyze, and get to the bottom of things. I also like to help and provide solutions.

How about with you, Mr. Winkelbauer? Would you say that you’ve fulfilled your career ambitions? 
I wanted to be a teacher. “But if you do that,” they said then, “you’ll never get a job.” But I think, in a way, I have already followed my career aspiration. Teachers also act as advisers – only I don’t advise children and young people, but employees and companies instead.

You are a graduate in business mathematics who received your master of science degree in 1990 from Syracuse University in New York State. Which aspects of this are still of great importance today in your consulting activities?
From a consultant’s point of view, it is essential to follow the mind. My studies primarily provided me with knowledge of mathematics and business mathematics: the ability to create and follow logical relationships. Many problems can be solved logically. 

What did you not learn during your studies, but that you need as a consultant?
The values of honesty, respect, and trust – my family gave me these values at an early age. They have always proven themselves. 

Mr. Dosch, you are an industrial engineer and studied at the Technical University  in Dresden.
Yes, but at the same time, I’ve always been very eager to get around. I was 18 when I was in Australia; later I completed an internship at VW in the USA, and then – just before my final thesis – a semester abroad in Taiwan. That provided me with a good basis for exploring Asia in general.

Why did you go abroad?
I believe one learns a lot of different things very quickly while traveling – I liked that very much. It is also something completely different to live in another country instead of just traveling through it. I had to deal with the language and the cultural differences. I experienced normal everyday life and, of course, the everyday problems that go along with it. I lived on my own money, which wasn’t always easy, but it provided me with an experience that I wouldn’t want to have missed out on and that went a long way in shaping me. 

In retrospect, if you had chosen another career path, do you think that you would have still become a consultant at enomyc?
No. 

Which specific experiences have proven to be indispensable to your work as a consultant?
It was always important to me to have a side job, even as a student during semester breaks. I’m from Stuttgart – for me it was obvious to work for automotive suppliers, for example at BOSCH on the assembly line. Turning, milling, welding – I can do it all. Is that still important today? No, but I understand something about manufacturing, and I understand how things work in production. At MAHLE, I recorded process requirements and work instructions, documented all machines in the plant, and thus also gained an understanding on the system side.

What has been your greatest personal achievement at enomyc so far? 
I have learned an incredible amount here – that is very important to me personally. One reason for this has been my mentor, Roland Nickerl, who was put on my side by enomyc from the beginning. I have learned a lot from him and have become increasingly self-sufficient. Currently, I am also doing further training as a restructuring consultant – the fact that this is offered by enomyc makes my work even more attractive and clearly increases my understanding of the job.

What has been the best lesson so far that you have drawn for yourself in cooperation with your mentor? 
On the one hand, “leading by example” – while on the other hand, keeping an eye on the big picture. I learned from him to have a goal in mind in advance – even if the path is not yet clear – and to inspire all the people involved to go along with it. It’s great to see how a company’s workforce pulls together in the same direction! That’s what makes this job so fun. My mentor is a living example of this for me.

Mr. Winkelbauer, what do you particularly like about working with the young consultants at enomyc? 
I keep learning through them. I always take something with me from my work and conversations with them. They are also ahead of us older consultants in many areas! Let’s take digitization as an example: I did not grow up digitally – the younger generation was practically born with digitization in body and mind. 

How emotional do you feel about your job? 
I see business consultancy as a highly human experience. It’s bitter when you get to know the people in a company personally, when you know how well they do their job, but it’s not enough to keep their position – you take that home with you. But falling into a “false helper syndrome” is also harmful to the company. 

How much emotion do you think a business consultant can handle? 
If a certain level is reached, clear consequences must be drawn – also emotionally. I like to remind myself that the entire workforce would have to be made redundant if certain restructuring or reorganization measures did not take place – say 20% job cuts. My job as a consultant is ultimately to help a company survive in the long term. So, I also draw emotional boundaries and act logically. 

What was one of the most difficult choices you had to make?
Restructuring: so often personnel measures are part of it, personal fates depend on it. Whether as an entrepreneur, managing director, or consultant, this is always the most unpleasant part. 

change their strategic direction in ways that enabled them to increase their workforce by 20%. More broadly, guiding family businesses through highly challenging situations—when they have made a conscious decision to seek support—and helping them build a secure future is deeply fulfilling.

Looking back on your career, Mr. Dosch, was there a piece of seemingly good advice you chose not to follow?
Yes. I was once advised against taking an internship abroad just as a career opportunity was opening up at my company. My boss at the time thought it made no sense to let that opportunity pass. But gaining experience abroad mattered more to me.

Do you agree, Mr. Winkelbauer? What experiences should young professionals invest in?
I’m glad Mr. Dosch made that choice. If young people have the opportunity to go abroad, experience different cultures and learn other languages, they should take it. It takes courage, but hesitation rarely moves anyone forward. Whether as an au pair, trainee or student, time abroad builds openness, tolerance, adaptability, maturity and resourcefulness. These are valuable qualities in a consultant, and they are not always learned at university or in familiar surroundings.

Mr. Dosch, what advice would you give aspiring consultants today?
I came into consulting from another field, and I’m passionate about the work. I believe that commitment is essential. Analysis and the ability to put measures into practice matter, of course. But consulting also calls for interpersonal skills and empathy. The work depends on engaging with people and understanding their circumstances.

How do you see it, Mr. Winkelbauer?
Exactly the same way. You need commitment and genuine care. Good consultants engage with people rather than impose solutions on them. They listen, invite discussion and bring people with them. But that alone is not enough: ultimately, the numbers, data and facts must support the decisions. Long-term business success depends on both.