Bosch Siemens Home Appliances (BSH Hausgeräte GmbH).

The core problem

12 country teams. 12 agency briefs. Zero shared infrastructure.

That was the default state of global brand communications at BSH when I arrived at Siemens Global HQ in Munich. Each country team briefed its own agency, each agency produced its own interpretation, and the global brand paid for the same campaign to be reinvented twelve times. No playbook. No unified measurement. No way to know which content was actually moving purchase intent and which was burning budget on awareness that never converted.

The company

BSH Hausgeräte is the world’s second-largest home appliances manufacturer, the group behind Bosch, Siemens, Gaggenau, and Neff. I joined initially as Senior Digital Marketing Specialist for Profilo, the Turkish market brand, based in Istanbul. Nine months later, a +400% YoY e-commerce turnaround at Profilo led to a promotion and transfer to Siemens Global brand communications in Munich.

Over the following three years I moved through two more roles, eventually owning Siemens’ global brand communications across paid, earned, and owned channels: 10+ countries across Europe, Middle East, and China, agency networks across Europe, regional and country teams in their markets, all without direct line authority over the people who needed to execute.

What I built

Siemens’ first global Instagram presence

When I joined the Siemens global team, the brand had only local Instagram accounts with 80% of it inefficiently operated with almost near zero performance. To educate countries and elevate their local capabilities were an extreme cost over the overall BSH Group; my team & regional stakeholders took the decision to split content creation operations in between global/regional/country level responsibility. I built the global account, the content strategy, the influencer playbook, and the measurement framework from scratch with a well known German social media agency. Then documented the whole approach as a repeatable playbook that country teams could adapt without losing brand coherence.

The playbook was adopted across Siemens markets. Getting 10+ country teams to align on a shared strategy and operational understanding required as much change management as it did creative work. Both mattered equally.

A content strategy built around purchase intent

The bigger structural problem was that content was being produced for brand awareness with no clear connection to purchase intent. I redesigned the strategy around the consumers’ real pain points and questions: what does someone consume in the 30 days before they buy a home appliance?

The answer was a combination of inspiration content (recipes for kitchen appliances, design guides for integrated appliances) and decision-support content (comparison guides, how-to videos, spec explainers). We deployed this across 10+ countries. The result was +€M recurring savings in annual organic media value: content that earned attention rather than paid for it. The Bosch brand adopted the framework.

A product innovation: the Kitchen Planning App

I ideated and originated a Kitchen Planning App in collaboration with TU Munich. The insight was that purchase consideration for integrated kitchen appliances dropped sharply at the planning stage because customers are either dependent on kitchen resellers or individually handling more than 15 different stages by themselves with no guarantee of making no mistake. The app solved the kitchen planning process for the users by providing inspirational content, product selection assistance, step by step kitchen planning tracker. In pilot markets, purchase consideration increased by 80% in the tested Spanish and Turkish markets over online consumer surveys.

Why I left

The 4.5-year tenure ended with a company-wide restructuring impacting global & regional marketing functions deeply. I had to leave the company 1 year after receiving a promotion, with strong relationships across the global team, and with the playbooks and frameworks I had built still in active use.

The connection to vision-intelligence

The production savings at BSH were not about cutting budgets. They came from removing the duplication that happens when 12 country teams each brief separate agencies on the same campaign. The underlying problem is structural: brilliant brand teams with no shared infrastructure, no unified content framework, and no reliable signal connecting content decisions to purchase outcomes.

That problem is even worse in the SME market, where there is no centralised team to diagnose it and no budget for the kind of multi-year change management programme I ran at Siemens. That gap is what vision-intelligence is built to close.

This experience informs the AI marketing framework I’ve documented for DACH SMEs.