I notice things that stop working before other people name them.

Early in my career, I kept seeing the same pattern. Leaders would make a decision. Everyone would agree. And then execution would drift. Priorities blurred. Work expanded to fill the gaps. People compensated instead of saying something no longer worked. Over time, that became normal.

That gap became more interesting to me than the decision itself. Why good decisions did not turn into action. Why effort kept increasing while fewer decisions actually stuck. I became focused on what happens as complexity increases and systems start to bend.

Before Babbel, I ran a brand and communications consultancy working with organisations including Sony Music, Radisson Hotels, and the Reserve Bank of India. That work showed me how quickly direction collapses when narrative is not supported by structure. Clear thinking does not travel without systems. Systems do not help if people do not understand what they are for.

That insight pulled me out of brand work and into executive support, and eventually into building leadership infrastructure at scale. The gap between strategy and execution was never just a communications problem or an operations problem. It was both, treated separately.

At Babbel, I built and led the CEO Office as the company scaled from €100 million to €300 million towards IPO readiness. The work expanded from executive support into full leadership infrastructure. I was embedded in execution, carrying cross-functional work that did not sit cleanly in any one team, taking on decisions and projects that would otherwise have defaulted to the CEO, and building decision frameworks and prioritisation systems that held under pressure.

I also built and led the EA team, redesigning the function to operate with judgement and shared context rather than task execution. Executive communications and board processes were treated as infrastructure, not extras, as complexity increased.

Working across Berlin, New York, Melbourne, London, and India reinforced a simple reality. Leadership systems only work when they are built for the people involved, the stage they are at, and the conditions they are operating in. What works in one context often breaks down in another. That is why this work is designed, not templated.

By the time leadership problems feel urgent, the cost has usually already been paid. In time. In trust. In the people who saw it coming and left.

This work is about catching that pattern while it is still fixable.

Through TMR & Co., I partner with founders and CEOs whose teams have outgrown founder-led operations. The work sometimes takes the form of focused builds over three to six months. Sometimes it shows up as embedded, fractional Chief of Staff support, executing and absorbing complexity while leadership systems are designed and stabilised.

The work focuses on decision flow, executive communication, leadership capacity, and building high-performing EA teams. Part of this involves deliberately automating execution that does not require judgement, through AI and practical workflow design, so human capacity stays focused on decisions that cannot be templated.

I do not separate design from execution. If I am building something, I stay in it until it holds. Systems rarely stick any other way.