I notice when things stop working before they become visible problems.

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 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. A Masters in Communications from RMIT University, Melbourne reinforced the same lesson. Direction collapses quickly when narrative is not supported by structure.

That insight pulled me into executive support and eventually into building leadership infrastructure at scale.

At Babbel, I spent a decade alongside the same executive, supporting him first as CMO and then as CEO, and built the CEO Office as the business scaled from €100M to over €350M toward IPO readiness. I sat at the centre of execution, designing decision frameworks, operating rhythms and leadership systems that allowed decisions to move under pressure.

I owned cross-functional work that did not belong neatly anywhere and took on decisions and projects that would otherwise have landed on the CEO's desk. I built and led the Executive Assistant function, redesigning it to operate with judgement and shared context rather than task management. EAs could move between executives without starting from zero. Projects were assigned by skill, not reporting line. Board processes were run to public company standards.

Executive communication was a core part of the work. Internally, that meant translating leadership decisions so they landed across a company of more than 1,000 people. Externally, I shaped the CEO's positioning with investors, media and senior candidates, building credibility grounded in how the company actually operated.

Working across Berlin, New York, Melbourne, London and India showed the same pattern repeatedly. Leadership rarely fails because people do not care. It fails when infrastructure does not match how work actually moves.

Now I work with founders and CEOs of technology companies where founder-led operations are stretched thin and leadership infrastructure has not caught up. The goal is to catch the pattern early, while it is still fixable. When it is not, to stabilise it before more damage is done.

I build or stabilise CEO Offices and support leadership teams as an embedded Chief of Staff.

The work is hands-on. Designing systems. Carrying execution. Staying in it until it holds.

Based in Berlin. Working globally.