FOR Everyone interested in learning more about us or in contacting us.
About
„Because every human being is born an ‚initium‘, a beginning and a newcomer to the world, humans can take initiative, become beginners and set new things in motion.“
(Hannah Arendt, The Human Condition. New York 1958)
As entrepreneurs we are beginners. We initiate and set new things in motion. mitomo.io is the beginning of a journey into new space.
Experiencing this adventure together is more fun. Join us on this endeavor.
We want you to get excited about mitomo.io as your business accelerator.
Feel free to connect with us for more information.
Stefan Jepsen - Founder
There is a method in Protestant theology — developed most rigorously by Paul Tillich — called the method of correlation. Its premise: take a foundational story and translate it into the language of the present crisis, so that it speaks to what people are actually living through. Tillich's method remains the most precise description of what Stefan does.
Stefan spent eight years studying theology before he worked in business, became one of the founders of the Institute for Social and Business Ethics at the University of Rostock. In this capacity he worked amongst other clients for Daimler-Benz Group on the matter of responsibility in management.
What followed was thirty years in HR leadership at Daimler-Benz Services, Mercedes-Benz Bank and Mercedes-Benz Mobility — through M&A integrations, restructurings, and cultural transformations across borders and roles.
The question that drove all of it never changed: what actually makes organizations move? Not the announcements. Not the programmes. What creates the conditions where people and systems genuinely shift direction together?
The answer that emerged: it is next to trust and core values always architecture — the relationship between mission, narrative, behavior, and culture, working together or working against each other.
That architecture is the methodological core of mitomo.io, deepened through his current formation in systemic consulting at isb Heidelberg, Europe's leading institution in the field.
The Companions
Pradeep Ramakrishnan
co-founder of mitomo.io.
Pradeep Ramakrishnan brings twenty years of HR leadership across four continents — with Accenture, A.P. Møller Mærsk, Olam International, and Mercedes-Benz. In his current role as General Manager of Tech4People at Mercedes-Benz AG headquarters, he works at the intersection of human systems and digital infrastructure — including the organizational implications of agentic AI.
That combination is rare. Most practitioners work either the human or the digital end of transformation. Pradeep works both simultaneously — and has led precisely the situations where culture and technology are changing at the same time, and where getting the sequencing wrong is costly.
For mitomo.io clients navigating digital transformation alongside cultural change, his contribution is grounded and specific: the experience of someone who has been inside that architecture, at the highest level of complexity, and knows what it takes to make it move.
Yue (Luna) Wang
co-founder of mitomo.io.
Luna Wang holds a BA in German Studies from Beijing Foreign Studies University and an MA in Intercultural Communication from Nanjing University. Her career spans Oxfam, the University of Oxford, and Mercedes-Benz, where she currently works in the Tech4People team at headquarters.
Her training is in what crosses between contexts and what gets lost — in the gap between what an organisation intends to communicate and what actually lands. That precision is what she brings to mitomo.
In organisations where complexity is the default and the usual language has stopped serving, she helps clients find words for what they know but cannot yet fully articulate — and identifies, with specific clarity, where the gap between message and experience is quietly costing the system.
Who we work with
mitomo.io works with three distinct groups, each facing a version of the same structural problem.
Individual leaders — executives navigating a crossroads in their leadership direction; founders whose early clarity has begun to feel thin; leaders whose motion has stalled without a clear explanation. What they share: a gap between the mission they carry and the movement they are producing.
Leadership teams and transformation teams — groups experiencing misalignment, collaboration friction, or the narrative fragmentation that follows major organizational change. The individual capability is present; the collective coherence is not.
Organizations — mid-sized companies, business units, corporate start-ups, and scale-ups facing the gap between a stated strategy and a lived culture. The transformation programme is running. The movement is not.
In each case the work begins at the same place: understanding where in the arc from mission to movement the system has lost coherence — and what it would take to rebuild it.
The mitomo promise
mi-tomo comes from Japanese: companionship rooted in loyalty, trust, and mutual support. It is not a metaphor. It describes how we work.
We do not arrive with a fixed programme and leave when the contract ends. We stay with the work through the complexity, the setbacks, and the moments where the path forward is not yet visible.
That is what mitomo.io carries as a commitment — human, relational, and present for the long arc.
The work is also extending in a second direction. mitomo.me — our AI navigator, currently in development — will bring that same commitment into a different form: structurally informed, always available, and designed to keep the work moving between the high-touch moments. A first sense of where that is heading is already live.
If you are considering working with us
The clients we work with are not looking for another provider. They are usually looking for a different kind of conversation — one that takes the full weight of their situation seriously and works from there. That is the conversation we are built for.
Contact
If something on this site has resonated — a question it raised, a situation it named, a possibility it pointed toward — that is a good enough reason to be in touch.
The first conversation is not a pitch. It is a conversation. We want to understand your situation before we say anything about what we do.