bio
I’ve spent the last decade building at the hard edge of hardware and software — platforms that connect physical infrastructure to digital systems, and businesses that have to work in both worlds at once. My career has moved from engineering foundations at Mercedes-Benz and Audi through product leadership at GM and Daimler Truck to running full P&L at Siemens. The thread across all of it: I’ve consistently been the person brought in where there’s no playbook — to build something new, fix something broken, or define something that didn’t exist yet.
What started as mechanical engineering evolved into technology management, then product leadership, and now business ownership. Today I run the eMobility business unit at Siemens Switzerland, where I own a the full P&L and lead a cross-functional team across sales, product, delivery, and field service. Along the way, I’ve worked across three continents, presented to boards and operating committees, and learned that the hardest problems aren’t purely technical—they’re about aligning technology, business models, and customer needs in complex, regulated environments.
I’m a builder.
Give me ambiguity and I’ll create structure. Give me chaos and I’ll build systems. My best work happens when there’s no playbook—launching new products in unfamiliar markets, structuring joint ventures with misaligned stakeholders, or turning around businesses that have lost their way.
I thrive in situations where the problem isn’t fully defined yet, where you need someone who can talk to engineers about technical architecture in the morning and present business cases to the board in the afternoon.
I lead through clarity.
The teams I’ve led span product managers, engineers, salespeople, and customer success—often across multiple countries and time zones. I’ve learned that the best way to move fast is to create shared understanding: clear prioritization, transparent trade-offs, and context on why decisions matter.
I don’t believe in consensus-driven decision making, but I do believe in bringing people along. The best products I’ve shipped came from teams that understood the “why” behind what we were building.
I’m equal parts optimist and pragmatist.
I believe in ambitious visions—platforms that could transform industries, products that could delight millions of users. But I also know that every ambitious vision needs to be grounded in unit economics, technical feasibility, and go-to-market reality.
I’ve presented business cases that didn’t get funded. I’ve killed features teams were excited about because the ROI didn’t work. I’ve walked away from partnerships that looked great on paper but would have been operational nightmares. Good judgment comes from experience, and experience comes from bad judgment.
what I actually do
Build from zero
I’ve launched platforms, business lines, and channels that didn’t exist before — across multiple companies, markets, and technology stacks. The absence of a playbook is a feature, not a bug.
Own the full picture
Technical depth and commercial accountability in the same role. I make product decisions that hold under engineering scrutiny and present business cases that hold up in a boardroom.
Turn things around
I’ve inherited underperforming businesses and restructured them — new team design, new focus, new results. I’m comfortable walking into a situation where something isn’t working.
Operate in complexity
JV structures, multi-market rollouts, cross-functional teams across time zones and disciplines. The messier the operating environment, the more useful I tend to be.