Scaling operations
Typical signals:
- Growth targets rise, but every new market adds chaos instead of capacity.
- Nobody can say which numbers actually steer the business.
- Teams reinvent their process every week.
What I do: Build the KPI and tracking systems that make the business steerable, standardize the processes that need it (and only those), and lay the operational foundation for expansion.
At WIND Mobility, this meant 7x growth within 6 months, 30% lower operating costs within 2 months, then 5 more city launches.
Organizational transformation
Typical signals:
- The org chart still says 30 people while 130 work around it.
- Decisions stall because ownership is unclear.
- Leaders are the bottleneck for things the team should own.
What I do: Redesign structures, roles and ways of working so the company can decide and deliver without everything running through leadership. Rollout and change support included.
Designed BCG's largest internal transformation and rolled it out across 15,000 people.
Strategic transitions
Typical signals:
- The board agrees on the pivot, the operating plan doesn't exist yet.
- Two business models run side by side and starve each other.
- The team is still loyal to the old strategy.
What I do: Turn the decided pivot into an executable plan, restructure the team, and keep investors and employees on board while the ground shifts.
Led 150 Minuten's D2C to B2B shift: restructured the team, built a pipeline of 200+ qualified enterprise accounts, closed the first DAX customers.
Making AI stick
Bolt AI onto processes that don't work, and you get the same chaos, faster.
Typical signals:
- There's an AI pilot every quarter, and nothing ever reaches daily operations.
- Tools get bought, tokens burned, and nobody owns what the agents produce.
- The data the models would need lives in six systems and 15 spreadsheets.
What I do: Get ownership, processes and data in shape before the tech arrives, bring AI where it saves real hours, and lead adoption. That includes who signs off on what the agents produce. I don't build the models, I bring in specialists for that.
At 150 Minuten, AI was a core part of the product (machine learning for personalized training, LLM-powered coaching), and I run my own research, drafting and analysis with AI agents every day.