Joerg Kornblum is a globally experienced business executive whose career spans more than three decades across Europe and Asia. Born in Germany and educated in Business Administration and Mechanical Engineering, he has held senior leadership roles in complex, fast-evolving international industries. Today, Kornblum dedicates his time to advisory work, mentoring, and writing. His recently published book, Lifting the Curtain, blends memoir and cultural insight, offering a personal compass for intercultural leadership and global collaboration.
Background, Education, and Early Motivation
I was born in Germany and completed my primary and secondary education in Darmstadt. After high school, I undertook mandatory military service, which instilled discipline, accountability, and a strong work ethic, all values that continue to guide my leadership approach.
I later pursued Business Administration and Mechanical Engineering simultaneously at the Technical University of Darmstadt, earning masterโs degrees in both. This dual education shaped my thinking early on: effective leadership requires both strategic vision and a deep understanding of operations.
My professional journey began with the Freudenberg Group, a family-owned company with global operations. From the start, I was entrusted with leadership responsibilities and exposure to diverse business processes. A defining moment came when I was appointed General Manager of a group subsidiary in Hong Kong. That experience marked my first real test in leading multicultural teams within fast-growing international markets.
Business Experience and Market Uniqueness
Throughout my career, I worked with multinational clients and highly complex global supply chains. At Freudenberg Group, I gained experience across multiple industries and learned how to align long-term strategy with operational execution.
Later, as CFO and Executive Vice President at TMS Fashion Group, speed and flexibility became critical success factors. The company managed apparel design and production across China and Southeast Asia, serving global brands in Europe and the United States. Coordinating teams across countries and cultures required constant problem-solving, strong customer relationships, and deep trust across the value chain.
Luen Thai Holdings Ltd., a publicly listed company on the Hong Kong Stock Exchange, took over TMS Fashion Group from its founder and owner, and those two organizations became my professional home for more than two decades. Serving as business division leader, senior executive, and ultimately Group CFO, I learned that sustainable high performance depends on understanding market needs, adapting quickly, and upholding ethical principles, especially in international environments.
Key Lessons Learned as a Leader
Leadership is inseparable from learning and adaptation. Industries evolve continuously, and survival depends on the willingness to embrace change.
For nearly a century, the garment industry operated with largely unchanged production models, supported by shifting manufacturing to lower-cost regions. That model is no longer sustainable. Over the past 10 to 15 years, digitalization, automation, and now artificial intelligence have fundamentally reshaped the industry. Transparency, speed, flexibility, and resilient supply chains are now core requirements.
Leadership today means guiding people through transformation with trust and accountability. It requires a clear long-term vision, translated into operational priorities, and teams that are aligned and empowered to execute. Listening, motivating, and involving people in the process are essential to long-term success.
Impact on Industry and Society
No single individual transforms an industry alone, but every contribution matters. My role was to understand emerging requirements, promote new ideas, and support their implementation.
Mentoring future leaders was particularly important to me. Developing leadership capabilities creates a lasting ripple effect throughout an organization. Cross-functional and cross-border management workshops strengthened collaboration, cultural awareness, and continuous improvement.
On a broader level, international business fosters mutual understanding and economic cooperation. I hope that my experience shared through advisory work and writing encourages future leaders to prioritize ethical decision-making, mentoring, and cross-cultural teamwork.
Long-Term Goals and Current Focus
Having stepped back from operational responsibilities, I now focus on advisory services, mentoring, and writing. Lifting the Curtain is my attempt to share real-life experience rather than theory. It is not a traditional management book but a personal account of leadership, culture, and life across borders.
I hope it resonates with professionals considering international careers and with younger leaders preparing to manage diverse teams. Cultural awareness, adaptability, and humility are critical leadership traits in a globalized world.
My long-term goal is to remain curious, stay connected with professionals across industries, and continue contributing, especially to the next generation of leaders.
Advice for Leaders on a Similar Path
Leadership is built on curiosity, responsibility, and genuine care for people and outcomes. Success is always a collective effort.
Understanding your team members, their strengths, cultural backgrounds, and professional expertise is essential. Ethical and empathetic behavior builds trust, while humility enables collaboration. Leaders must also accept accountability and stand by their teams when challenges arise. That is how trust is sustained.
Encouraging More Leaders to Step Forward
People Management came early in my life. At the age of 16, I became a ski instructor, responsible for the safety and development of young students. That experience taught me to manage a group of very different individuals, some younger, some older, some overly confident, others hesitant but they all had a common goal to achieve better skiing skills. So I needed to find the right balance to manage the whole group without leaving individuals and their expectations behind. Later when I was first appointed Department Head of a department with 16 employees I realized that teaching 15 students skiing and managing 16 employees wasnโt so different. Again there were very different individuals in that department and I had to find ways to align all efforts to reach common goals for the company.ย ย ย
It takes years of learning, making mistakes, and honest reflection. Leaders must be willing to take calculated risks, recognize when decisions are wrong, and correct course quickly. Aspiring leaders should prioritize learning, accept responsibility at every level, and build confidence through experience.ย
A Quote That Guides Leadership
The quote that has guided me throughout my life is: โAnyone who has never made a mistake has never tried something new.โ
Fear of failure stifles innovation. When mistakes are treated as learning opportunities, individuals and organizations grow stronger. Leaders who embrace this philosophy create environments where ideas are shared openly, collaboration thrives, and progress becomes a collective effort.
Conclusion
Joerg Kornblumโs professional journey demonstrates that global leadership requires vision, adaptability, and deep respect for people, culture, and strategy. Having led organizations across Europe and Asia through complex operational and financial challenges, he continues to advocate for ethical leadership, mentoring, and innovation. Through advisory work and writing, Kornblum remains committed to inspiring future leaders to lead responsibly and effectively across borders.
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