services
Turning Technology Ambition into Business Reality
Most technology strategies fail at the same point: the gap between what looks good in a boardroom and what actually works in the market. I’ve spent a decade closing that gap — at Siemens, General Motors, Daimler Truck, and Mercedes-Benz — building platforms from zero, leading a $675M joint venture, and turning around businesses that had lost their way.
I work with industrials, startups, and growth-stage companies that need more than a framework. They need someone who has actually made the call, owned the outcome, and built the team to deliver it.
Who I Work With
- Industrial companies navigating electrification, connected infrastructure, or digital service models — where the technology is new but the operational stakes are high.
- Startups and scale-ups that have product-market fit but need experienced judgment on go-to-market, platform architecture, or enterprise sales.
- Executive teams facing a transformation decision — a new market, a new product line, a joint venture — who need a thought partner with a point of view, not just a process.
Why Work With Me
- Platform strategy and architecture I’ve built charging platforms, fleet management systems, autonomous mobility services, and IoT monitoring infrastructure. I understand what technical decisions have commercial consequences and which commercial choices create operational nightmares.
- Go-to-market execution Strategy without execution is just a slide deck. I’ve launched products across Europe, North America, and Asia-Pacific — building channels, closing partnerships, and designing business models that hold up under real market conditions.
- Turnaround and growth leadership I rebuilt a business unit at Siemens that had lost customer confidence, refocused the portfolio, and exceeded budget in year one. If a business is underperforming, I can tell you why and what to do about it.
- Joint venture and ecosystem development Complex multi-stakeholder deals require someone who can translate between financial partners, technical teams, and operational reality simultaneously. I’ve done it at scale.
What I Deliver
The hardest problems in technology aren’t technical. They’re the ones that sit at the edge — between hardware and software, between product and commercial, between what engineering can build and what the market will actually pay for.
I’ve worked at that edge my entire career. And the pattern is consistent: the companies that win aren’t the ones with the most sophisticated technology stack. They’re the ones who understood their platform economics early, made disciplined decisions about where to own versus where to partner, and built products that delivered measurable value before the market moved on.
Most platform strategies fail because they optimize for capability rather than adoption. Most product roadmaps fail because they’re built around features rather than outcomes. And most hardware-software integrations fail because the two sides of the business never really spoke to each other.
That’s the work I find most interesting — and where I think I can add the most value.
Let’s Talk
If you’re working through a strategic challenge in electrification, mobility, connected infrastructure, or digital transformation — and you want a direct conversation with someone who has been in the room where those decisions get made — get in touch.