EXECUTION SHOULD NOT DEPEND ON STAMINA.
Decisions get made. Then they stop moving.
Leadership aligns. Execution drifts. The same topics return. What was agreed in the room does not hold once work moves back into the organisation.
The problem is rarely effort.It is infrastructure.
The company has grown, the work has become more complex, and too much still depends on the same few people carrying context, following up, translating decisions and noticing what is slipping.
I build the operating layer that closes that gap.
“
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
WHEN IT SURFACES
The business is growing, but something is off.
The team is working hard, but the work is not quite landing. The CEO is across everything and still feels things slipping. Decisions are being made, but too much still depends on the same few people to carry them through.
The operating model that got the company here has quietly stopped working.
Most founders recognise the pattern. Few know exactly where it broke.
THE WORK
I work with founders and CEOs of scaling companies when leadership operations have not kept pace with the business.
Over a defined period of time, I step in as an interim or fractional Chief of Staff to build the operating layer between leadership decisions and execution.
The work usually sits across three areas.
Leadership operations
Decision frameworks, operating rhythms, prioritisation systems and ownership structures that get the right conversations to the right level, without every decision defaulting back to the CEO.
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, with shared context, judgement and operating capacity rather than task management.
The work is temporary by design. The goal is a system that holds without me, not a permanent seat at the table.
WHEN SOMETHING ELSE FITS BETTER
Most founders at this stage have already tried something: an ops hire who added capacity, a consultant who diagnosed the problem, or a leadership offsite that aligned the room but not the organisation.
Those are not wrong choices. They solve different problems.
Capacity may need an ops hire. Strategy may need a consultant. A broken function may need someone inside that function.
But if decisions are being made and still not holding, and the founder is still the connective tissue between leadership and execution, that is a different problem.
That is the problem this work is built for.
WHAT I HAVE BUILT
I built and led the CEO Office at Babbel over a decade as the company scaled from €100M to more than €300M towards IPO readiness, working alongside the same executive from CMO to CEO.
The work sat at the intersection of operations and communication: decision frameworks, leadership rhythms, board processes, executive communications, prioritisation systems and the Executive Assistant function rebuilt as a leverage layer.
The infrastructure held through rapid growth, the shift to remote work and IPO preparation.
Before Babbel, I ran a brand and communications consultancy with clients including Sony Music, Radisson Hotels and the Reserve Bank of India.
FEATURED CONVERSATION
I joined Diana Brandl on Executive Office Insights to talk about building the CEO Office at Babbel, executive operations, and the shift from support function to leadership infrastructure.
START HERE
If the infrastructure has not kept pace, that is where this work starts.