Twenty years building the operating models behind high-performing marketing organizations.

The problem is rarely the strategy.

Most organizations know where they want to go. The challenge is building the operating model that allows strategy to become consistent execution. Without clear planning disciplines, aligned capabilities, effective governance, trusted data, integrated technology, and transparent measurement, even the strongest strategies struggle to deliver their intended business outcomes.

That is the work I have spent more than twenty years doing.

At SAP, I led global Marketing Technology & Operations while building and evolving the operating foundation that supported one of the world's largest enterprise software companies through its transition from perpetual licensing to cloud and consumption-based business models. At BusinessObjects and Symantec, I established the platforms, processes, performance frameworks, and teams that connected marketing and revenue strategy to measurable execution. Across more than eleven acquisitions, I helped protect business continuity while integrating organizations, processes, data, and technology.

High-performing organizations are not built through technology alone.

They are built through operating models that connect strategy, planning, investment, people, processes, data, technology, governance, execution, measurement, and continuous improvement. Technology is an essential enabler, but its value depends on how effectively the organization uses it to create customer value and make better business decisions.

I work across business and technology leadership. That means helping executives set priorities, allocate investments, establish governance, and measure performance while working with delivery teams to design the platforms, processes, workflows, and operating capabilities that make those decisions executable. The greatest business value is created when strategy, operations, technology, and organizational change evolve together.

My work has consistently crossed functional boundaries. Marketing cannot execute effectively in isolation. Sustainable growth requires Marketing, Sales, Customer Success, IT, Finance, Product, and Partners to align around shared objectives, clear accountability, trusted information, and a common operating cadence.

I grew up in Switzerland. The German accent still tends to give that away. I started in finance and auditing, developed leadership and operational discipline as a Swiss military officer, and led business operations for Switzerland's largest department store chain. Those early experiences reinforced a belief that has guided my career: technology alone rarely solves business problems. Sustainable results come from empowering people through disciplined processes, clear governance, and a shared understanding of why change matters.

Working with global teams across North America, EMEA, APJ, and Latin America reinforced another belief: strong organizations are not built through hierarchy alone. They are built through trust, cross-functional collaboration, operational clarity, and shared accountability for measurable business outcomes.

Most recently, I have been partnering with Logical Approach leadership to shape the firm's consulting strategy, market positioning, operating models, and AI-enabled advisory capabilities. I am also leading the strategy and development of GTMbyDesign, an AI-enabled operating intelligence platform designed to help organizations continuously strengthen the capabilities that enable Marketing, Sales, and Customer Success to execute as one go-to-market organization.

I am based in the San Francisco Bay Area and currently exploring senior leadership opportunities where I can help organizations modernize how Marketing, Sales, and Customer Success plan, operate, and grow together.