bio
I’ve spent the last decade at the intersection of hardware and software, building products and platforms that connect physical systems with digital services. My career has taken me from engineering foundations at Mercedes-Benz and Audi to leading business units with full P&L responsibility.
What started as mechanical engineering evolved into technology management, then product leadership, and now business ownership. 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.
superpowers
Strategic Leadership & Business Growth
I build and scale businesses with full P&L ownership, turning around underperforming operations and launching 0-to-1 platforms that achieve measurable growth and customer adoption.
Technology-First Problem Solving
I bridge hardware and software to build connected products—defining technical architecture, API strategies, and IoT integration while maintaining focus on user experience and business outcomes.
Platform and Partnership Execution
I build and scale high-impact platforms and ecosystems, and forge strategic partnerships with technology providers, OEMs, and enterprise partners.
Global Operating Expertise
I develop, design and launch products across multiple regions and markets, adapting product approaches to succeed in diverse regulatory and customer environments.