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. That work taught me that direction collapses quickly when narrative is not supported by structure. It pulled me into executive support, and eventually into building leadership infrastructure at scale.

At Babbel I joined as an Executive Assistant to the CMO and spent a decade alongside the same executive as he moved to CEO, building what became the CEO Office as the business scaled from €100M to over €350M toward IPO readiness.

I owned cross-functional work that did not belong neatly anywhere. I built and led the Executive Assistant function, redesigning it to operate as a leverage layer with judgement and shared context, rather than a task management function. Board processes were run to public company standards.

I introduced AI tooling into executive operations early to reduce coordination overhead and increase leadership leverage, long before it became standard practice. I use it selectively within my own work and client engagements to improve visibility, decision flow, and execution speed.

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 worked.

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

Now I work with founders and CEOs of scaling companies where founder-led operations are stretched thin and leadership infrastructure has not caught up, and with investors and board members who need to move faster than the hiring process allows. 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, before it becomes the operating model.

The work is hands-on. Designing systems. Carrying them through execution. Staying in it until the organisation can run them without me.

Based in Berlin. Working globally.