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Alexander Prince of Schleswig-Holstein

Experience with people, organisations and responsibility

Alexander Prinz zu Schleswig-Holstein has spent decades exploring what people, roles and organisations need to ensure that collaboration works and good decisions can be made.

His experience spans three areas: many years of professional experience in human resources management and consultancy, social engagement, and international regatta sailing. As diverse as these worlds may be, they share a common core: taking responsibility, clarifying roles, facilitating collaboration, and remaining capable of taking action even in complex situations.

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How it works

Professional experience

Following a commercial apprenticeship at Bankhaus Warburg and a degree in law, Alexander Prinz zu Schleswig-Holstein initially worked in the finance department at Klöckner & Co KG.

Since 1986, his focus has shifted to human resources, leadership and executive development. Among other roles, he served as HR manager at a medium-sized company within a US group and, during this time, worked for companies such as Henkel, Johnson & Johnson and Johnson Controls.

In 1994, he moved into the consultancy sector to join DBM von Rundstedt, before taking the step into self-employment a year later by founding LW&H Beratung GmbH.

In 2000, he founded HOLSTEIN:CONSULT to offer a broader range of services relating to leadership, key personnel, teams, entrepreneurs and change, going beyond traditional outplacement consultancy.

This experience continues to shape the consultancy’s approach to this day: HR issues are not viewed in isolation, but within the interplay between the individual, their role and the organisation.

Community involvement

The Prince of Schleswig-Holstein also draws on his many years of voluntary work.

The focus is on supporting and promoting forward-looking social and educational policy initiatives – both within internationally networked institutions, NGOs and foundations, and within traditional organisations with a focus on sport, culture and civic engagement.

This work broadens one’s perspective on leadership and collaboration: people with different interests and perspectives must develop common goals, take on responsibility and work together on a long-term basis – often without traditional hierarchical structures.

Regatta sailing: leadership and team performance under pressure

Another formative area of experience is regatta sailing.

Since his youth, Alexander has been active as a crew member, skipper, tactician and crew coordinator. He also serves as a match racing umpire and race director at national and international regattas.

Regatta sailing brings leadership and team performance into sharp focus:

  • Roles must be clearly defined.
  • Communication must be unambiguous and reliable.
  • Decisions often have to be made in a matter of seconds.
  • Mistakes have immediate consequences.
  • Success stems from team performance, not individual strength.



“A smooth sea never made a skilled sailor.”

English proverb

Which of these aspects are incorporated into the consultancy work

The parallels between regatta sailing and business are clear:

  • Clarification of roles: Who is responsible for what?
  • Team performance: Good individuals alone do not make a good team.
  • Leadership under pressure: Providing direction, making decisions, taking responsibility.
  • Interfaces: Friction often arises at handover points and where responsibilities are unclear.
  • Implementation: Good plans count for little if they do not work in day-to-day practice.

Professional experience, social engagement and competitive sailing all come together to form an approach to consultancy that boils down to one key question:

What does this specific situation require to enable people and the organisation to work together effectively once again?

Which aspects of this can be applied to consultancy

The parallels between regatta sailing and business are surprisingly clear:

  • Clarification of roles: Who is responsible for what, and to what extend is this empowerment to make decisions?
  • Team performance: Good individuals alone do not make a good team. Collaboration is a system and not a matter of chance.
  • Leadership under pressure: Providing direction, resolving conflicts, making decisions, taking responsibility.
  • Interfaces: Friction often arises where handover procedures and areas of responsibility are unclear. Implementation: Good plans count for little if they do not work in day-to-day practice.

Professional experience, social engagement and competitive sailing all come together to form an approach to consultancy that boils down to one key question:

What does a specific situation require to enable people and the organisation to work together effectively?

This perspective is directly incorporated into the work of HOLSTEIN:CONSULT – particularly in employee counselling, team development and change management consultancy.

Collaboration and Initial Consultation

If you are facing a situation within your organisation that cannot be resolved using standard solutions, a confidential discussion can help to clarify the issue and determine the most appropriate approach.

During the initial consultation, we will clarify:

  • What can be observed – and what are the likely causes?
  • Where does the focus lie: the individual, the role, the team, leadership or the organisation?
  • What course of action is realistic and effective?
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