WHAT I ACTUALLY DO

I help organizations and the people leading them make decisions they've been unable to make. Not because they lack information - usually they have too much of it. But because the decision requires someone who can hold the full complexity, name what's actually at stake, and create the conditions for commitment.

That might look like strategy. It might look like operations. It often involves governance, capital allocation, or the structural choices that get made quietly - before a direction becomes hard to change. The form varies. The underlying problem is usually the same.

What survives when pressure is applied - and why?

That question isn't abstract. It comes from having been inside growth and contraction, capital negotiations, and the second-order effects of early choices. I've had to drop an idealistic culture approach when it started harming the organization. Led cost-cutting that made people unhappy but kept the company viable. Said no - to hires, partnerships, initiatives - more times than felt comfortable, because the structure wasn't sound.

The real education wasn't the decisions themselves. It was learning to distinguish decisions that look hard from decisions that are hard - and understanding why so many organizations stall at the second kind.

HOW IT WAS BUILT

I co-founded two startups, scaled an agency business from 20 to 60 people, and led fundraising for my own companies and for founders I supported. I built an impact-focused angel investment strategy and portfolio - 13 pre-seed companies across Europe, most working on environmental problems.

Most of my career sits at the intersection of building, operating, and allocating early capital. The generalist background wasn't accidental. It's what allows me to move across the mechanics - capital, incentives, execution capacity, risk - without losing the thread.

WHERE I CAN ADD MOST

The situations tend to be specific: a leadership team that keeps circling the same decision without landing. An organization that has outgrown its original logic but hasn't yet committed to a new one. A moment where capital is about to be allocated, a direction set, or a structure locked in - and someone needs to think it through clearly before that happens.

If you're in a conversation where that kind of situation comes up - or you're inside one - I'm glad to be thought of.

OUTSIDE THE WORK

I gravitate toward things that reward patience and reveal structure slowly. Restoring old furniture. Working with wood and clay. Flea markets - not for the objects but for what survives and why. I read physical books, write poetry, cook for people, and pay serious attention to silence. Not as contrast to the work. As part of the same orientation.

I welcome conversations with people building or stewarding systems where early decisions carry long consequences - and where thinking clearly under pressure is part of the mandate.