Dominik Breitbach
Strategist, builder, operator. I combine entrepreneurial thinking with hands-on execution and bring both into organizations, whether building my own ventures or driving strategy and growth within existing structures.
My background is in economics (B.Sc., JGU Mainz; B.A., AKAD Stuttgart), complemented by ongoing studies in Innovation Management and Digital Business Models. Professionally, I specialize in digital strategy, performance marketing, SEO, SEA, UX, content, and conversion. As a lecturer in search engine optimization at afs Akademie, I translate this expertise into education. Additional certifications in AI, web development, and sales round out a broad, highly connectable skill set.
I lead through structure, clarity, and trust, not control. I build teams that operate with ownership, define measurable outcomes before every project, and take responsibility for results, not activities. Whether in my own ventures or inside organizations: I create systems that reduce friction, accelerate decisions, and protect quality.
My entrepreneurial experience, three ventures, building digital products, brands, and teams, is not a distraction. It's a differentiator. I think like a founder even when working inside established companies: ownership, speed, outcome orientation. I'm open to demanding roles with responsibility, a building mandate, and strategic impact.
Guiding principle: high impact, low ego. Substance over spectacle, clarity over volume, systems over ego. Leading others starts with leading yourself. Learning, reflection, and self-discipline aren't extras for me, they're part of professional excellence.
Leadership DNA
What I believe in.
Background
The story so far.
Foundation. Grade 1.4.
A German Abitur of 1.4 made one thing clear early: I enjoy thinking, not memorizing, but systematically. That attitude shaped everything that followed.
Two degrees. One question.
B.Sc. Economics at Johannes Gutenberg University Mainz, B.A. at AKAD University Stuttgart. I studied economics to understand how systems create value, not which levers to pull, but why they exist.
Innovation Management, distance learning.
Currently studying Innovation Management and Digital Business Models. Complemented by targeted training in AI, performance marketing, web development, and sales, because markets change faster than curricula.
Self-employed in offline marketing.
Jumping straight into practice: campaigns and projects for Johnnie Walker, Disney, Ferrero, DeBeukelaer, Griesson, Müllermilch, EA Games, Indie Arena Booth and others. No theory test, real clients, real accountability.
SEO, SEA, Web & Performance Marketing.
Certified in SEO and SEA. Lecturer at afs Akademie for search engine optimization. Kununu rating: 4.6. Core competencies: content strategy, UX optimization, conversion, positioning, pitch decks, and growth-oriented digital strategies.
German. English. Japanese. Français.
Native German, business-level English, advanced Japanese, basic French. Languages aren't a hobby, they're access to different ways of thinking.
Accountability beyond the business.
Volunteer board member at Wirtschaftsjunioren state level, leadership without formal authority. Volunteer website lead and Head of Digitalization for Partei der Humanisten. IHK engagement as a constant reminder that business doesn't happen in a vacuum.
Serponado: open-source framework.
As Managing Director of taismo GmbH, I lead data-driven SEO campaigns at enterprise level. In June 2026, as part of a scientific algorithm analysis, I launched the open-source framework Serponado, whose real-time progress is documented in our uncensored Serponado case study. The accompanying expert analyses I also published in the official protocol volume on Amazon.
Three ventures. One philosophy.
Nexwork, taismo, maiasa, built on the same principles: systems over micromanagement, substance over spectacle, results over ego. At the same time, open to strategic roles where entrepreneurial thinking makes a real difference.
Philosophy
Ideas that shape
how I work.
This is the intellectual layer. Five frameworks I return to constantly, not as ideology, but as working hypotheses that have proven useful.
Digital Leadership
Being digital-native isn't a personality trait, it's an obligation of modern leadership.
Digital leadership is not about knowing which tools to use. It's about creating organizations that can adapt faster than the environment around them. That requires something most digital transformation projects ignore entirely: culture.
I've seen companies buy Slack and call it digital transformation. I've seen agile coaches facilitate standups in organizations where no real decision-making authority was ever pushed down to teams. The technology isn't the bottleneck. The organizational design is.
True digital leadership means designing systems that distribute decision-making to the level closest to the information. It means building trust before demanding accountability. It means measuring outcomes, not activity. These sound obvious. They're rarely practiced.
Innovation vs. Imitation
Most companies don't innovate. They imitate, slightly differently, slightly later, at greater cost.
Innovation has been so thoroughly over-marketed that most executives can no longer distinguish between genuine novelty and sophisticated copying. Both can create value. Only one requires honesty about what you're actually doing.
The most dangerous form of imitation is when organizations import another company's solution to a problem they don't fully understand. They adopt the artifact, the OKR system, the squad model, the product roadmap format, without understanding the organizational assumptions baked into it.
Real innovation starts with a better question, not a better answer. The companies I've seen create genuine competitive advantage started by asking questions that their industry had agreed were settled, and found out they weren't.
Dunning-Kruger & Competence
Confidence is easy. Calibrated confidence, knowing what you know and what you don't, is rare.
The Dunning-Kruger effect gets cited constantly in organizational discussions, but rarely applied inward. It's easier to see incompetence in others than to measure your own. This is why high-performing organizations invest heavily in feedback systems, not performance reviews, but ongoing, honest, specific feedback.
The leaders I respect most are those who can say 'I don't know' without it costing them status in the room. That takes real confidence, the earned kind, not the performed kind.
Building for competence means designing roles and processes that make expertise visible and valued. It means promoting people based on what they can do, not how long they've been around. It means being willing to put a 27-year-old with a better mental model in the room with a 52-year-old with more tenure.
Dopamine & Focus
The most valuable asset a knowledge worker has is sustained, undistracted attention. And we're systematically destroying it.
Every notification, every platform, every tool designed to maximize engagement is designed, at the neurological level, to interrupt focus and create dependency. This isn't a conspiracy. It's a business model.
The organizations that will outperform over the next decade are those that take attention management as seriously as time management. Not as a wellness initiative, as an operational necessity.
I've spent years reducing the number of inputs I allow into my cognitive environment. The results are counterintuitive: fewer information sources, higher quality thinking. Fewer communication channels, better collaboration. Less content, more clarity. This isn't minimalism for its own sake. It's optimization for output.
Longevity & Performance
Peak performance isn't a moment. It's a system you maintain across decades.
The hustle culture fetish ignores a biological reality: sustainable high performance requires recovery. Sleep, movement, nutrition, social connection, these aren't soft subjects. They're the infrastructure your brain runs on.
I treat my body and mind deliberately as professional assets, not out of vanity, but because I want to be operating at a high level in my 50s and 60s. Pilates three times a week, daily Japanese study, structured recovery: habits that compound over time, not sprints that deplete.
The intersection of longevity science and performance optimization is one of the most interesting frontiers in applied human development. Understanding it changes how you think about energy management, decision-making, and the design of your work life.
These ideas shape how I advise, lead, and build.
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