Corinna Pommerening

Why organisations work with Corinna Pommerening

• Specific authority in the German Mittelstand and regional banking layer, where most international leadership speakers have no credible footprint.
• Two Springer Gabler and GABAL books arguing a structured thesis on leadership change inside the financial sector, not a generic leadership platform applied to banking.
• Treats employer brand and leadership culture as one programme rather than two HR projects, which is how regional banks actually experience the talent problem.
• Customer advisory seat at HASPA, Germany’s largest savings bank, anchors the work in a real institutional setting rather than a consultancy abstraction.
• Delivers in German and English, with formats from keynote to working session, suited to bank executive committees and supervisory-board offsites.

Biography highlights

• Author of “New Leadership im Finanzsektor,” Springer Gabler, 2020; second edition 2022.
• Author of “Digitale Regionalokonomie,” GABAL Verlag, 2023.
• Host of “Leadership neu gedacht!” podcast, 140+ episodes.
• Co-founder of Ecosystems 4 Business AG.
• Member of the customer advisory board, Hamburger Sparkasse (HASPA).
• Certified employer brand manager; guest lecturer at the University of Wismar; Industry Insider with trend-research firm TRENDONE.

Biography

Most regional banks in Germany are running two redesigns at once. The business model is being rebuilt around digital and platform competition, and the workforce that has to deliver that rebuild is harder to keep and harder to recruit than at any point in the sector’s history. Treating those as separate projects is why so many programmes stall.

Corinna Pommerening’s argument, set out in “New Leadership im Finanzsektor” (Springer Gabler, 2020; second edition 2022), is that leadership culture and employer brand are the same problem in a regional bank. Courage and responsibility have to move down from the executive layer, silo working has to give way to networked teams, and the institution has to become legible to the talent it wants. Her second book, “Digitale Regionalokonomie” (GABAL Verlag, 2023), extends the case to the regional economy these banks sit inside.

The work has institutional grounding. She sits on the customer advisory board of Hamburger Sparkasse, Germany’s largest savings bank, co-founded Ecosystems 4 Business AG, and runs the “Leadership neu gedacht!” podcast across more than 140 episodes with senior practitioners in the financial sector. A certified employer brand manager and guest lecturer at the University of Wismar, she works in German and English, with formats running from board-level keynote to executive working session.

What she gives a Sparkassen, Volksbank, or Mittelstand executive team is rare in the wider speaker market: an authoritative outside voice that already understands the regulatory, cultural and talent context they operate in, and that has written the book on the leadership shift the institution has to make.

Key speaking topics

• New leadership in the financial sector
• Leadership culture in mid-market and regional banks
• Employer branding for the Mittelstand
• Future skills and workforce capability
• Digital and cultural transformation in regional economies
• Distributed responsibility and networked working

Ideal for

• Executive boards and supervisory boards of Sparkassen, cooperative banks and regional commercial banks
• CHROs and HR directors in mid-market financial institutions
• Mittelstand CEOs running combined leadership and talent agendas
• Regional economic development bodies and bank-association events

Audience outcomes

• A clearer read on why leadership culture and employer brand fail when run as separate programmes
• A working model for moving responsibility and decision-making down through a bank’s hierarchy
• Specific positions to take on future skills, lifelong learning and knowledge-sharing inside the institution
• A view of the regional bank as part of a regional economic ecosystem, not an isolated operator
• Language that supervisory boards and executive committees can use to align on the leadership shift