EXECUTION SHOULD NOT DEPEND ON STAMINA.

Decisions get made. Then they stop moving.

Leadership aligns. Execution drifts. The same topics return. What gets decided does not hold once it leaves the room.

The infrastructure has not kept pace with how the company now operates.

I build the infrastructure that closes that gap.

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.

WHEN IT SURFACES

The business is growing, but something is off.

Decisions keep coming back to you.
The team is working hard, but priorities keep shifting.
Strategy exists, but execution does not quite follow.

The operating model that got you here has quietly stopped working.

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

I work with founders and CEOs of scaling technology companies where leadership infrastructure has not kept pace with the business. Engagements are initiated directly by founders and CEOs, or introduced through investors and board members.

In practice, I step in to build the systems that carry decisions through the organisation, working directly with the CEO over a defined period of time.

The work sits across three areas.

Leadership operations

Decision frameworks, operating rhythms, prioritisation systems, and ownership structures that keep decisions moving without defaulting to you.

Executive communications

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

Leadership capacity

Executive Assistant functions rebuilt as leadership infrastructure, operating with shared context and judgement rather than task management. AI tooling embedded into executive operations to increase leverage without increasing headcount.

The work is temporary by design. The goal is a system that holds without me, not a permanent seat at the table.

WHAT I HAVE BUILT

I led the CEO Office for a decade at Babbel as the company scaled from €100M to more than €350M toward IPO readiness, working alongside the same executive from CMO to CEO.

I built it from the ground up. Decision frameworks, operating rhythms, and prioritisation systems that reduced escalation and stopped decisions defaulting back to the CEO. Board processes and communication standards built to public company expectations. An Executive Assistant function rebuilt as leadership infrastructure. I introduced AI into executive operations early, before it became standard practice.

Before Babbel I ran a brand and communications consultancy with clients including Sony Music, Radisson Hotels, and the Reserve Bank of India. Most people who design leadership systems come from operations. I built mine at the intersection of operations and communication.

The infrastructure held through rapid growth, the shift to remote work, and IPO preparation.

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

START HERE

If the infrastructure has not kept pace, that is where this work starts.

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