Early in my career, the same pattern kept appearing. A decision would be made. Everyone would agree. Then execution would drift. Priorities blurred. People compensated instead of naming what had broken. Over time, that drift became normal. The gap between strategy and execution became more interesting to me than strategy itself.

Before Babbel, I ran a brand and communications consultancy with clients including Sony Music, Radisson Hotels and the Reserve Bank of India. Direction would be set. Narrative would be crafted. Then the organisation would move on and the direction would dissolve, because nothing underneath had been built to hold it. That changed how I understood communication. Communication is infrastructure: the system that carries decisions, context and intent through an organisation.

Babbel is where I built that infrastructure at scale.

I joined as Executive Assistant to the CMO and spent nearly a decade alongside the same executive as he moved into the CEO role. The company scaled from €100M to more than €300M towards IPO readiness, and the need scaled with it. Decisions were made at the top and lost somewhere in the middle. I built systems designed to stop that: cross-functional operating rhythms, board processes run to public company standards, executive communication systems, and an Executive Assistant function redesigned as a leverage layer with judgement and shared context.

The work kept expanding into whatever the organisation could not yet hold on its own.

Internally, I translated leadership decisions so they could land across a company of more than 1,000 people. Externally, I shaped the CEO's positioning with investors, media and senior candidates.

I believe leadership rarely fails because people do not care. It fails when the way decisions are made stops matching the way work actually gets done.

Today, the same approach extends into AI. I build AI agents into executive operations to reduce coordination overhead, improve visibility and show where decisions or follow-through are getting lost. It has become part of the infrastructure too.

I work with founders, CEOs, investors and board members where that gap has started to open. The work is most often needed when decisions stop translating into coordinated action.

The work often comes at inflection points: a leadership transition, a step change in scale, or the moment founder-led operations stop being enough.

The goal is to catch the pattern early where possible, and rebuild around it where necessary.

The work is hands-on: designing systems, carrying them through execution, and staying in it until the organisation can run them without me.

Based in Berlin, working internationally.