Sebastian Schaefer
Doctoral candidate and researcher
B. Eng. (FH), M. Sc. (AUT)
Sebastian Schaefer has a successful career as project manager and project management consultant in the automotive industries. During his expat years in Asia, he managed complex development project on an international scale. Beside his work he is pursuing a doctoral degree in International Business Management. His research focuses on the relationship between creativity, innovation, managerial relationships, and remote working conditions. His findings aim to understand effects of increased remote work practices and provide solutions for organizations and individuals.
Creativity, Innovation, Remote Work, Organizational Behaviour, Managerial Relationships
04/2020 – present | Consultant Automotive Industry Manage and coordinate international development teams to archive strategic solutions for complex time constraints, technical issues, critical suppliers, and quality problems. |
| 09/2017 – 08/2019 | Global Project Manager Automotive (Expatriate China) Lead and coordinate the local project manager team for all project related topics. First point of contact for customer escalation and problem solving in difficult situations. Implementation and optimization of existing project management processes and adapt them to the Asian business culture. |
| 09/2015 – 08/2017 | Project Manager Automotive Project Manager for global based customers such as Ford, GM and Tesla. Main customer interface and responsible for project development from design phase to industrialization. |
| 03/2015 – 08/2015 | Project Manager Automotive (Interior Lighting) Project Manager for interior lighting developments involving the VW brand. |
University of Applied Science, Aschaffenburg, Germany
- Lecturer for virtual work environments
2021
- Schaefer, S., Ashu, F., & Neubert, M. (2021). The impact of GDP and governance on venture capital investments for the period 2010-2019 (after the financial crisis and before the Covid-19 pandemic). International Journal of Teaching and Case Studies, 12(3), 219-232.