My approach

Most operational and technology problems don’t fail because people lack effort. They fail because ownership is unclear, decisions are inconsistent, and the organization keeps adding tools and exceptions faster than it simplifies the work.

I start by mapping reality - economically, operationally, and culturally - then I use experience as judgment, not as a template.

The goal is coherence: fewer surprises, clearer interfaces, and delivery you can rely on.

Structure is not bureaucracy. It is the minimum set of agreements that makes execution predictable.

What I do

Design operating models that make ownership explicit

Understanding how work really happens - then redesigning processes to reduce friction and support sustainable growth.

Modernize systems without disrupting the business

Aligning systems, architecture, and technology choices with business goals - so technology enables, rather than dictates, direction.

Reduce integration debt and improve data reliabilityy

Supporting founders and leadership teams in navigating complexity, making informed decisions, and creating the conditions for long-term evolution.

Support leaders as a fractional CTO when complexity spikes

Guiding organizations through change by modernizing processes and platforms in a way people can understand, adopt, and sustain.

How I work

I don’t arrive with predefined answers.

I work alongside people: listening, observing, and asking the right questions before proposing change.

My approach is based on:

• Deep listening before optimization
• Experience-driven judgment, not rigid frameworks
• Transparent collaboration across technical and non-technical roles
• Solutions designed to be understood, adopted, and maintained

This ensures that improvements are not only well designed, but also genuinely integrated into how the organization works.

Experience in numbers