Twenty years closing the gap between GTM strategy and execution.

The problem is almost always the same.

Not a lack of strategy. Not a lack of technology. A gap between the two that nobody owns, and the longer it goes unresolved, the more it costs in pipeline, productivity, and growth.

Closing that gap is the work I keep coming back to. At SAP, that meant redesigning the global marketing operating model while transitioning one of the world's largest enterprise software businesses from license to subscription and consumption-based models. At BusinessObjects and Symantec, it meant building the systems, processes, and teams that turned GTM intent into measurable revenue performance. Across eleven acquisitions, it meant protecting in-flight revenue while integrating new organizations fast enough to matter. Along the way, I've owned the budgets and vendor relationships that determine whether a MarTech investment becomes a strategic advantage or a cost line that grows without accountability.

I don't think of this as marketing operations or revenue operations, though it's been called both. I think of it as operating model design: connecting the people, processes, data, and technology that make GTM actually execute. The title has changed across twenty years. The problem hasn't.

I work at both levels simultaneously: translating GTM investment into financial outcomes at the leadership table, and translating business requirements into system architecture with the teams who build and run it. That range is where the real leverage lives.

I grew up in Switzerland. The German accent still tends to give that away. I started in finance and audits, honed leadership as a military officer, and led business operations for the country's largest department store chain. That is where I learned that technology without process design is just expensive software.

That conviction traveled. Twenty years of leading globally distributed teams across North America, EMEA, APJ, and LATAM only reinforced it: the best GTM operating models aren't built on authority. They're built on trust, clarity, and a shared understanding of what good looks like.

Most recently, I codified that experience into GTMbyDesign, a platform that gives revenue leaders the diagnostic clarity I had to build manually every time. The tool I wish I'd had for the last twenty years.

I'm based in the San Francisco Bay Area and selectively exploring senior GTM operations and transformation roles where the mandate is to build something that actually works at scale.