I work with strategy and leadership in situations where decisions matter — not in theory, but in practice.
Over the years, I have learned that most real problems are not caused by lack of intelligence, data, or frameworks. They arise when responsibility becomes personal, when uncertainty cannot be postponed, and when people are expected to decide without reliable guarantees.
This is the space I know best.
Professional background
I hold a PhD in Marketing and Strategy. My academic training gave me a strong foundation in analytical thinking, research, and theory. It also taught me something equally important: how easily elegant concepts can lose relevance when they are not tested against reality.
My professional path has moved between strategy, marketing, leadership development, and advisory work. At different points, this also included teaching in a business school environment — an experience that sharpened my ability to explain complex ideas clearly and to see where theory resonates with practice, and where it quietly breaks down.
What connects these experiences is not a specific industry or role, but a recurring pattern: intelligent people struggling with decisions they already understand conceptually.
Where my experience comes from
My work has taken place across very different industries — from consumer goods and luxury to e-commerce and automotive. These environments operate under radically different logics: speed versus patience, volume versus meaning, experimentation versus reliability.
What they have in common is pressure. Decisions scale. Mistakes linger. And responsibility cannot always be shifted elsewhere.
Professionally, I have worked across general management, marketing, e-commerce, and procurement. Seeing organisations from both the growth side and the constraint side has shaped how I think. It has made me sceptical of simple solutions and attentive to trade-offs that are easy to ignore when one only sees part of the system.
How I work and think
I am not interested in best practices for their own sake. I am interested in judgment.
My work focuses on how decisions are actually made — before they are justified, explained, or rationalised. I pay attention to assumptions, habits, emotional reactions, and organisational signals that quietly shape outcomes long before formal strategy enters the picture.
People often describe my approach as calm, precise, and demanding in a constructive way. I tend to slow conversations down, not to delay action, but to make sure that the right questions are being asked before answers are given.
I am particularly drawn to situations where:
- clarity is expected but not available
- leadership feels heavier than it looks from the outside
- responsibility cannot be delegated or hidden behind process
What people usually come to me for
People typically seek my perspective when something feels off, but is hard to articulate.
This may involve:
- strategic decisions that look correct on paper but feel fragile in practice
- leadership roles that have become heavier, lonelier, or less clear over time
- teams that are competent but stuck
- brands or organisations that are formally aligned yet slowly drifting
My role is rarely to provide answers. It is to help make sense of what is happening — and to support decisions that people can stand behind, even when certainty is unavailable.
On recommendations and trust
I do not believe trust is built through claims. It is built through consistency, attention, and the willingness to stay with difficult questions rather than rushing past them.
Most recommendations I receive mention a similar quality: the ability to combine strategic thinking with psychological realism, and to speak honestly without creating defensiveness.
That matters to me more than titles or credentials.
A personal note
Everything I write and think about is shaped by experience — including my own limits, mistakes, and revisions of belief. I do not approach leadership or strategy from a position of detachment.
If there is a common thread in my work, it is this: good decisions rarely come from certainty. They come from clarity about what one is responsible for — and what one is not.
That perspective continues to guide how I work, and how I live.