ABOUT

I did not start in executive operations. I started in communications.

Before TMR & Co., I ran a brand and communications consultancy with clients including Sony Music, Radisson Hotels and the Reserve Bank of India. That work taught me something practical: a decision can be perfectly clear in the room and still disappear on the way to execution. Context gets lost, ownership becomes assumed, and different parts of the organisation hear different versions of what matters.

I became interested in what had to be in place before communication could work properly. That question followed me into Babbel.

I joined as Executive Assistant to the CMO and spent a decade alongside the same executive through his progression to CEO. During that time, the company grew from around €100M to more than €300M in revenue, scaled beyond 1,000 people and prepared for an IPO.

As the business became more complex, my role expanded into building and leading the CEO Office. I created leadership rhythms that connected decisions to follow-through, shaped executive communications, ran board processes to public-company standards, and rebuilt and led a four-person Executive Assistant function around judgement, context and leverage rather than task management.

That experience changed how I think about executive support. Strong EA functions are not administrative layers outside the real work. They are part of the leadership infrastructure: carrying context, protecting attention, exercising judgement and noticing friction before it becomes a leadership problem.

It is also why I now mentor experienced Executive Assistants and Executive Business Partners through the less obvious parts of the role: the judgement calls, evolving mandates and executive dynamics that rarely come with a playbook.

Working with executives and teams across four continents added another dimension. What works in one context can fail in another. It taught me to listen before assuming, read what is not being said, and adapt to how different cultures make decisions, handle disagreement and build trust.

Today, I work with founders and CEOs when the organisation around them has started to outgrow the way it operates. Typically, too much still depends on the CEO personally carrying context, decisions and follow-through. My job is to work out what is actually breaking, then build the structure while the company keeps moving.

That might mean clarifying decision routes, making ownership visible, redesigning executive support, strengthening leadership rhythms or building AI workflows to reduce coordination overhead. The outcome is not a tidier diary. It is a CEO who can spend more attention where only they can add value, a leadership team that knows what it owns, and an organisation that can keep moving without the founder holding every connection between strategy and execution.

The work is hands-on and temporary by design. I build the system, work inside it, adjust it against reality, and leave behind something the organisation can run without me.

I have spent much of my career inside the gap between a decision being made and an organisation actually moving. It is where I do my best work.