From construction via agency into hospitality

I'm a trained structural and building engineer. After my degree I ran my own agency from 2013 to 2021 — one of the first in Bremen to specialise in social media back in 2013. For eight years I built brands, developed campaigns and learned how visibility really works.

In 2018 I helped my parents build up the Wildeshausen location — my entry into hospitality through practice, not textbooks. In 2021 came the consistent step: moving into hospitality full-time with BOME GmbH. Construction knowledge, brand work and operations came together in one person.

Three locations built. Four planned. One remains.

This is the honest balance sheet: I built and operated Wildeshausen, Vechta (from 2022) and the Bremen studio (opened 2024) myself; a fourth location was planned. Today I run one — Wildeshausen. I sold Vechta and Bremen in 2026 — both high-revenue businesses, handed over at a profit.

The reason was neither insolvency nor a weak business — quite the opposite: both were high-revenue, which is exactly why they sold at a profit. What tipped the decision was a realisation: I had never built a second leadership level. The concept depended on me, and I could no longer be present at every location. A clean, profitable exit at the right time was smarter than carrying everything at once.

The lesson I now give every restaurateur: run one location at its maximum first — and only open the next one when systems and leaders can carry it.

Family as the turning point

Since my children were born I worked seven days a week and went years without even three consecutive days of holiday. In 2026 I sat at the hairdresser's with my son for the first time in four years — and realised I had missed almost half of my children's childhood.

After our first real family holiday — seven days off, the first since the children were born — the decision was made: sell Vechta and Bremen at a profit at the right moment, run Wildeshausen with focus, and work more remotely again. For my family. And for the kind of work I do best: moving restaurateurs forward with real operating knowledge.

Why I support other restaurateurs

Most problems in hospitality repeat themselves — and most are solvable when someone has been through them before. I pass on what I learned the expensive way: direct, pragmatic and without consultant theatre.

Since 2022 I have supported up to 20 restaurants with know-how and implemented concepts alongside my own operations. Today that is my focus: helping restaurateurs generate more revenue, optimise workflows — and realise the dream of their own restaurant without repeating the mistakes that cost me years.