I can support you fluently across strategy, execution, leadership and technology
My background spans McKinsey, corporate and M&A law, leadership roles in tech-native companies, and independent transformation consulting.
Across those roles, I have worked on: company-wide transformations, launched new products, built commercial functions, managed complex cross-border transactions and translated business priorities into data and AI initiatives.
That breadth matters because the work I am brought into rarely belongs to just one discipline.
I work hands-on alongside you and your team
I support you as an accountable partner, hands-on, providing the kind of tangible support leaders often need on short notice, but do not always have the flexibility to hire or wait for:
- Ramping up / onboarding fast
- Owning the agreed piece of work end-to-end
- Working directly with your team, not from the sidelines (the outcome is not a document, but tangible results)
- Bringing consultant-level structure with operator-level pace
- Balancing analytical rigour with EQ
- Flexible arrangement / delivery model tailored to your context and needs
My support is especially value adding in the following situations
Leadership is consumed by daily operations, with no time or structured approach to take a longer-term perspective.
You are scaling or transforming fast, but the systems cannot keep up.
The work is urgent, cross-functional, multidisciplinary and falls outside the usual scope of the in-house team.
A transformation or major program needs structure, pace, and senior ownership to keep moving.
You need a trusted partner without the commitment of a full-time hire, or need to move quickly without a lengthy hiring process.
You are considering a new offering, looking at a new market, or assessing an acquisition and need help shaping the direction.
I provide focused senior support where direction and delivery need to meet
Examples / key areas of support
Strategy (formulation, planning & execution)
Making smart decisions in a fast-moving world.
The opportunity or challenge
You need a high-stakes decision on what you want to achieve and to sketch out the path to get there, while still running day-to-day. You do not want a long document nobody reads.
Or you know what you want to achieve, but it is not happening fast enough, ownership is unclear and you lack transparency into progress.
What you get
Formulation & planning. Clear direction, priorities and a plan, pragmatic and grounded in reality, that both the board and team buy into.
Execution oversight. I deliver and run an operating rhythm that creates clarity on what we are trying to achieve, where we are, and what is needed by whom to continue on the desired path.
Typical work includes
- Strategic direction and priority-setting.
- Growth strategy, including product and technology roadmaps.
- Decision support for the CEO and leadership team when the call is hard.
- PE value creation planning.
- Transformation offices and PMOs for complex programs.
Delivery (Executing key initiatives / project management)
Turning intent into delivery.
The opportunity or challenge
You need something that does not exist yet, such as a new market, new offering or new function. You do not just need a recommendation. You need someone who can deliver it.
You are facing a critical delivery challenge and your project needs leadership, not just coordination.
Performance is stalling and you need to deliver tangible operational or commercial improvements.
What you get
I bring ownership, structure, momentum, and delivery certainty to high-stakes initiatives from strategy through execution.
That may mean scoping the work, aligning the right people, removing blockers, and driving delivery until the initiative is operational.
Typical work includes
- Identifying, validating, and accelerating new opportunities.
- Building new functions or capabilities from scratch.
- Driving a transaction or post-merger integration.
- Fixing stalled initiatives or specific performance gaps.
- Cross-functional program coordination across stakeholders and dependencies.
- Driving commercial and operational improvements to deliver top and bottom line impact.
Operating model re-design incl. AI implementation
Designing how the work flows, including where AI fits.
The opportunity or challenge
The way you operate is slowing you down: roles overlap or have gaps, decisions take too long, and teams duplicate effort.
You may also need to figure out where and how to deploy AI, including the implementation and change management hurdles that follow.
What you get
I help you design and drive the implementation of an operating model that works the way your strategy needs it to.
Not just the org chart, but how work flows, decisions get made, teams coordinate, and AI can unlock a step change in performance.
Typical work includes
- Target operating model and organisational re-design.
- Cross-departmental coordination and unified goals.
- Building or reshaping core functions.
- AI and automation use-case identification and prioritisation.
- Turning AI proofs of concept and pilots into operational use.
- AI capability building for leadership teams and operators.
Illustrative previous work across my consulting, operating roles and independent advisory
Drove operating model redesign for a large group function, from diagnosis to target design to implementation, including a new approach to strategy steering based on OKRs.
Defined the target state required to build the foundation for data-driven ways of working, including structured performance reporting and delivery of business insights.
Ran a GenAI opportunity assessment and drove implementation of proofs of concept aimed at delivering productivity gains.
Supported a PE-owned utilities company in redesigning its business and operating model as part of a wider turnaround of a struggling business unit within green energy. Included transformation management, optimisation measures, and anchoring organisational and operational changes needed to restore performance and support future growth.
Commercial due diligence on selected medium-sized construction companies for a PE fund considering a roll-up strategy, with focus on commercial assessment of targets, roll-up logic and group synergies.
Drove commercial and operational performance improvemets by defining the core value proposition and what it would take to deliver, then driving implementation through new standard processes, identifying relevant AI-driven use cases, re-organisation, and learning and development.
Stood up and led the transformation office at eary stage of multi-year restructuring of a major grocery retailer in financial distress, incl. coordinating owners, executive leadership and a large team of external advisors around a shared cadence and forward plan.
Developed growth strategy, product roadmap including pricing and packaging, and supported the successful launch of new products in collaboration with R&D and Product.
Worked with marketing leadership and an external agency to optimise the full digital marketing funnel and e-commerce sales engine, from organisation design to paid media, affiliate marketing, email marketing and on-site conversion optimisation.
Developed recommendations for cost reductions and a new operating model for large infrastructure projects with high public visibility, significant budget overruns and delays. Involved navigating a challenging political stakeholder environment, resolving disagreements between three large public authorities, and aligning them on a path forward.
Developed a growth strategy for a company with activities across the real estate and construction value chain, identifying strategic opportunities from key technological developments to support long-term growth.
Drove the PMO for a national retailer experiencing delays on its largest-ever investment to transform the technological backbone. Incl. working closely with technology leadership to bring the program back on track operationally and financially, and to define the technology strategy and vision.
A large global consumer goods manufacturer needed to improve its capabilities in e-commerce, digital marketing and online retail. Drove the diagnostic that uncovered current roles and responsibilities across the marketing value chain, and detailed the new target operating model, organisation and required capabilities to win in the digital space.
Have a challenge or oppertunity in mind?
Whether you have a specific challenge/oppertunity in mind or just want to explore how I might help I would be happy to hear from you.