I work with CEOs, boards, investors and leadership teams when product, transformation or operating-model execution needs to be clarified, accelerated or reset across markets. Strategy and delivery are combined to shape decision, operating and business models so execution holds at scale. 30+ strategic programs (€15M–500M+) EY, Opella, Kantar, Stellantis.
20+ years of experience, including 15 in senior and advisory executive roles, worldwide. Hands-on where execution requires it, with full executive arbitration when trade-offs must be made. Crisis management: 7 years in a €10B hedge fund, through the Lehman collapse (ADI).
I sit between executive arbitration, operating model design, and multi-country execution. AI treated as architecture, not tooling. Integrated into the practice itself, extending executive judgment where speed and scale matter.
Product transformation and operating model alignment across 10+ SaaS and legacy B2B products, including recovery of a stalled SaaS initiative.
Contributed to defining the value proposition and MVP: identified a critical gap in the SaaS initiative's economic foundations (EUR 1+M/year, stalled for over a year without business model); facilitated business model reframing that clarified a EUR 2M economic base and restored strategic direction.
Audited tools, practices and flows, then drove org-wide operating model change through service blueprinting and cross-team workshops.
Structured the annual agile planning across product, design and engineering, defining delivery cadences, sprint logic and cross-functional sequencing.
Defined and deployed cross-product roadmaps, aligning desktop and web product lines under shared strategic priorities.
Built and coached a cross-functional team of 8 (design + PO), installing cadence, standards and agile adoption.
Designed a comprehensive Design System grounded in Atomic Design and accessibility, enabling consistency across 10+ product lines.