I work with boards and senior leadership teams on complex technology, operating-model, and transformation challenges inside professional-services firms, particularly where execution risk, governance tension, platform economics, and organizational complexity begin to collide.

Over the past 20+ years, I have worked at the intersection of technology, strategy, governance, and execution — not as an external observer, but in roles with direct operational responsibility. I have led large transformation programs with budgets exceeding CHF 30 million and teams of more than 100 people. My clients include Big Four and mid-tier professional-services firms, private equity firms, and global financial institutions.

What differentiates my perspective is not only exposure to successful transformation, but direct experience with the realities, trade-offs, and failures of execution. I have seen complex platforms succeed, and I have seen large transformation initiatives drift despite strong governance structures and positive reporting. That experience fundamentally shaped how I think about execution, incentives, accountability, and organizational behavior.

In parallel to my operational work, I have also been active as an investor, founder, and board member across different companies. This perspective expanded my view of execution to include topics such as capital allocation, governance tensions, scaling pressure, restructurings, and board-level decision-making.

Today, my work focuses on a structural problem many professional-services firms increasingly face: firms that are exceptionally good at transforming clients often struggle to transform themselves.

This tension sits at the center of my research and advisory work across professional-services transformation, governance, AI platform economics, operating models, delivery industrialization, and the changing economics of partnership-based firms.

My role is to help boards and executive teams gain clearer visibility into complex initiatives, challenge assumptions early, and maintain control before operational problems become strategic or financial damage.

Outside of work, I’m a passionate trail runner and mountaineer.