What I bring

I am an operator as much as a strategist.

I move easily between strategic ambition and operational reality. I can work at board level on the choices that matter — and go deep enough into the organisation to understand what is preventing those choices from becoming action.
I care about ideas, but even more about whether they work. I have built, led and transformed organisations — and learned that strategy only matters when it survives contact with reality.

My perspective combines things that are too often treated separately: strategy and implementation, technology and people, global ambition and local context, and idea and scale.

Growing up between cultures and living and working across Europe and Asia taught me to look at problems from more than one perspective — and to ask whose perspective is missing.
That ability to translate between cultures and contexts remains central to how I work.

Systems. Scale. Execution.

Built & scaled — technology and entrepreneurship across Europe and Southeast Asia
Led & transformed — MD, COO and CEO leadership
Advised & invested — ventures, boards and organisations navigating what comes next

I work well where things don't fit neatly into one box.

Particularly when something promising needs to scale, strategy is getting stuck in implementation, or progress depends on different organisations, interests, technologies, sources of capital or geographies working together.

I tend to see patterns quickly, connect what others may see as separate, and move between the bigger system and what needs to happen next.

That can mean asking a different question, bringing the right people together, translating between worlds — or simply making a decision and getting on with it.