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.
Engineering-trained (M.Sc.) and commercially sharp (MBA), I’ve run full P&Ls, launched GM’s first EV charging platform across six markets, and structured a $650M joint ventures between Daimler Truck, BlackRock, NextEra Energy. My career has moved through product, commercial, and general management roles.
I’ve consistently worked in roles where there’s no playbook: to build something new, fix something broken, or define something that didn’t exist yet. 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 complex partnerships, or turning around businesses that have lost their focus.
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 prioritize context-driven over consensus-driven decision making. I ensure the stakeholders understands the ‘Why’ and has a voice, but I take full accountability for the ‘What’ and ‘When’.
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.
what I actually do
0-to-1 Venture Building
I specialize in the “blank page” phase. I have launched digital platforms, commercial business lines, and GTM channels from scratch across disparate technology stacks and global markets. For me, the absence of a playbook is a feature, not a bug: I build the frameworks that others eventually follow.
Full-Stack Accountability
I bridge the gap between technical depth and P&L responsibility. I make product decisions that survive engineering scrutiny and architect business cases that hold up under boardroom pressure. My role is to ensure that the technical roadmap and the commercial engine are perfectly synchronized.
Strategic Turnarounds
I am the person brought in when a business unit or product line has stalled. I specialize in rapid restructuring: redesigning team architecture, sharpening product focus, and installing the operational rigor required to flip underperformance into measurable growth.
Architecting Complexity
I thrive in high-friction environments: complex JV structures, multi-market rollouts, and cross-functional teams spanning time zones. The messier the operating environment, the more value I provide—I turn organizational noise into a streamlined, scalable operation.