“Clear head, calm hand, successful team.”
The substance.
Where I come from.
My working life began in 2000, in technology. By 2005 I was leading teams. The years since have been a sequence of larger programmes, broader responsibility, and the gradual recognition that what businesses actually need is not more advice, but more decisions taken and seen through.
I have worked across technology, industry, renewable energy, retail and entertainment. My roles ran from Chief of Staff to Head of Product Management to Program Director, and I led cross-functional teams of up to a hundred people and programmes worth up to twenty million euros. Throughout, I have taken decisions under pressure, decisions with time, and decisions others would have postponed.
In 2020 I founded my own interim management and strategy practice. The shape it has now is the shape of two decades of work, distilled.
I am called when a business has to evolve, has to change course and adapt. That work comes in three forms: change, recovery, and development.
How I work.
Four habits, applied in every mandate.
Be decisive. The hardest moment in most mandates is not deciding what to do. It is committing to it before everyone agrees. I commit early, on the evidence I have, and adjust as more becomes available.
Inspire others. Not by motivational gestures. By being the calm reference point in the room. When the stakes are real, people want direction more than they want consensus.
Get things done. The work is judged by what reaches the customer, the board, the operating result. Process matters only to the extent it serves delivery.
Stay positive. Not naively. Holding the possibility of a good outcome when the weather has turned is itself a leadership act.
What I care about.
European business has a sovereignty question to answer in the coming decade. Who builds, who buys, who decides. I am drawn to work where this question is somewhere in the room.
Renewable energy and cleantech occupy a particular place. Long-term commitments, real engineering, capital cycles that punish short-term thinking. The kind of business that requires patience as much as conviction.
Beyond any individual project, I keep returning to a single distinction: the difference between a business that runs on practice and a business that runs on show. The practice keeps going when the show is over. That is the difference I want to be on the side of.