EXECUTION SHOULD NOT DEPEND ON STAMINA.

I build CEO Offices that sit between strategy and execution, stepping in as embedded Chief of Staff when decisions start to stall.

The work focuses on decision flow, executive communication, and leadership capacity. It is designed for founders and CEOs who have outgrown founder led operations and find momentum slowing as complexity increases.

At Babbel, I spent a decade alongside the same executive, supporting him first as CMO, then as CEO, and built the CEO Office as the company scaled from €100M to over €350M.

A woman sitting on a black chair, dressed in black, with long, wavy black hair, wearing black high heels, pearl earrings, a wristwatch, and a ring, looking thoughtfully to her right.

Leadership Operations

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Executive Communications

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EA Systems

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Leadership Operations · Executive Communications · EA Systems ·

THE WORK

A CEO Office is not a layer or a title. It is leadership infrastructure that absorbs coordination load, maintains decision discipline, and protects leadership time for the decisions and external work that only they can do.

This work shows up as embedded, fractional Chief of Staff support. Sometimes that means extending leadership bandwidth when pressure is high. Sometimes it means building and stabilising leadership systems so decisions stop defaulting to the CEO. Often, it is both.

The work covers three connected areas.

Leadership operations
Decision frameworks, operating rhythms, planning cycles, and ownership structures that keep decisions moving without defaulting to the CEO.

Executive communications
Board materials for investors, internal communication that translates strategy into action, and external communication that aligns expectations across investors, media, and senior talent.

Leadership capacity
EA team development and embedded Chief of Staff support that shifts work from reactive coordination to anticipatory judgement.

The work is operational, cross functional, and sits alongside the CEO and leadership team. It is designed for the people, the stage, and the conditions, not applied as a template.

WHAT I HAVE BUILT

At Babbel, I built and led the CEO Office as the company scaled from €100M to €300M towards IPO readiness.

The CEO Office absorbed complexity so leadership could focus on strategy, people, external relationships, and high leverage decisions rather than constant troubleshooting.

The work included leadership rhythms and decision structures that reduced escalation and stopped decisions defaulting back to the CEO.

Board processes and communication standards were built to public company expectations.

Executive communication infrastructure translated strategy internally and aligned external expectations across investors, media, and senior hiring.

The Executive Assistant function was redesigned to operate with shared context and judgement rather than reactive coordination.

The infrastructure held through rapid headcount growth, the transition to remote work, and IPO readiness, adapting without increasing leadership load.

Read the full case study

  • "Tina helped me grow and become a better CEO every single year at Babbel, whether it was running an IPO process, personal productivity, external communication or exec team dynamics. Things were solved before I even thought of them."

    — Arne Schepker, Former CEO, Babbel

  • "As CEO Office Lead, Tina was instrumental in holding everything together during very stressful times - an IPO phase, its wind-down, a pandemic, strategy refocus. Even when things got most heated, she kept it cool, professional, and enjoyable."

    — Christian Hillemeyer, Director of Communications, Babbel

  • "Tina played a key role in strengthening and unifying the marketing team during rapid growth and constant change: bringing calm, structure and cohesion in a way that was always deeply collaborative."

    — Annabella Da Encarnacao, Former VP Performance Marketing, Babbel

  • "One of the most reliable and well-organised people I've worked with. She helped navigate ambiguous situations and communication challenges with empathy and structure - a truly trusted partner."

    — Dorothea Herm, Former VP People and Organisation, Babbel

LET’S GET STARTED

If decisions are stalling and execution depends on heroics, the fix is not more effort. It is redesigning how work actually moves.

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