I help scale-up founders turn ambiguous problems into prioritised decisions — and decisions into operating outcomes. Twelve years across Corporate and Consulting, currently as an Executive.
The work isn't done until it's running in your operating model — not your deck.
Cut the noise. Pick the two or three bets that matter. Kill the rest. The deliverable is a decision, not a 60-slide deck.
Operating model and governance, not theatre. I've designed an internal AI strategy from scratch — what I bring is the actual mechanics.
When something's gone off-track and the team has lost trust, that's a separate skillset. Restabilise governance, rebuild confidence, ship.
Roles, decision rights, rituals, and the cost base underneath. Done well, none of this is glamorous and all of it compounds.
I'd rather be specific than vague. Each line is a decision-grade outcome — not an activity.
The kind of AI work that survives the hype cycle: governance designed to outlast the next vendor pivot, an operating model people actually use.
Restabilised governance, rebuilt stakeholder confidence, delivered the launch. The right answer is rarely "rebuild from scratch".
The unglamorous scaffolding underneath any growth story: who, where, when, how many — and the discipline to hold operational excellence steady through the ramp.
Strategic partnership renegotiation, resource optimisation, organisational rightsizing. The mechanics, not the slogan.
Took the strategic case from board approval through hiring, governance, and the first year of operation. Now part of the executive board overseeing it.
Long-horizon investment direction.
Programme governance at scale: cadence, dependencies, escalations — the unglamorous work that decides whether a complex software roll-out lands or stalls.
End-to-end process design, systems integration, testing at scale. Where I learned that international rollouts are won or lost in the boring details.
Twelve years inside the rooms where decisions get made — first as a consultant at Accenture and EY across Europe and APAC, then as an operator at Mercedes-Benz.io, where I currently sit on the executive board as Head of Corporate Strategy & Growth.
The through-line is the same: take an ambiguous problem, frame it sharply enough that a small group of busy people can decide it in a room, and then make sure the decision survives contact with the operating model. Most strategy fails not at the framing — it fails at the running.
Porto-based, comfortable working anywhere. I take a small number of engagements at a time and prefer being useful to being everywhere.
If you're a scale-up founder wrestling with a strategic decision — market entry, AI rollout, a programme that's slipping, a cost base that's drifting — send a paragraph or pick a time.