About
A career measured in responsibility, not job titles.
Three decades inside consequential transformation, technology and institutional change across Europe, Asia and the United States — and the judgement formed through them.
The useful way to read my career is not as a sequence of roles but as a widening of what I was accountable for: first systems, then programmes, then the strategic choices behind them, and now the quality of the reasoning by which those choices are made.
My contribution to a board comes from that: a respect for evidence, a habit of questioning assumptions before they harden into judgement, and a persistent interest in how belonging influences what people are willing to challenge — because acceptance should never require surrendering independent thought.
Career evolution
Six stages, one direction.
01 — Technical foundations
Graduated in Business Information Systems and worked in London as a technical architect, programmer and trainer, predominantly for merchant and investment banking clients. Responsibility began with systems that had to work, and with explaining them to people who had to rely on them.
02 — Independent consulting
Moved to Switzerland at 25 and established a first independent business at 27. From that point the work had to be earned rather than assigned — a discipline that has shaped everything since.
03 — Global transformation
Contributed to global transformation and consolidation in pharmaceuticals, the integration of a groupware backbone during a global professional-services merger, and the delivery of a first global retail FX platform in banking. The responsibility shifted from delivery to consequence at institutional scale, including through the leadership of international teams.
04 — Executive and digital leadership
In 2011 founded a second venture focused on strategic digital transformation and later accepted a Chief Digital Officer role. Accountability moved from programmes to the strategic choices underneath them.
05 — Board advisory
Advisory-board appointments with Jester Advisory AG, thirty3 AG and Datalynx AG, alongside board-level advice on strategy, governance, risk and technology investment. The work shifted from executing to advising, questioning and guiding.
06 — Governance thought leadership
Doctoral-level teaching, the Kinetic Board series for Forbes, and the development of Board Judgement Capability as an emerging governance discipline.
Perspective
An international career shaped across markets, cultures and institutions.
My work spans Europe, Asia and the United States, across institutions with differing regulatory expectations, decision cultures and tolerances for challenge.
Working across these environments has reinforced an important discipline: the same evidence can be interpreted differently depending on context, culture and institutional assumptions. Adaptability, in that setting, is a professional discipline rather than a personal trait.
The result is a perspective grounded in proximity to how organisations actually operate, combined with the independence to test which assumptions are being treated as facts. Cross-border exposure matters because it strengthens the habit of examining a situation through more than one institutional or cultural lens.
It taught me to question assumptions before they harden into judgement.
INDEPENDENCE
Independence formed beyond a single corporate hierarchy.
Most of my career has been built outside a single corporate hierarchy, through leadership, advisory and transformation roles across different organisations, sectors and markets. I was repeatedly engaged by senior executives and worked closely with C-suite leaders and executive councils on consequential transformation and investment decisions.
Working this way required entering institutions deeply enough to understand how they operated while retaining enough distance to compare assumptions, decision patterns and responses across contexts. Independence, in that sense, became more than governance status: it became a professional discipline — the ability to engage fully, challenge constructively and form a judgement that remains genuinely one’s own.
VALUES
The principles that shape how I contribute.
Integrity
The willingness to hold a position when holding it is inconvenient, and to change it when the evidence changes.
Responsibility
A board seat is a duty, not a privilege. Preparation, attention and accountability are fundamental to exercising that responsibility well.
Curiosity
Looking beyond the answer already agreed to ask what may still be missing, untested or misunderstood.
Constructive challenge
Challenge directed at the reasoning, never at the person — so the decision is strengthened rather than defended.
Stewardship
Judging decisions by the legacy they create: stronger institutional capability, stronger leaders, and the confidence of those who will carry the responsibility forward.
CURRENT ROLES AND EDUCATION
Current contribution and formal preparation.
Advisory board appointments
Jester Advisory AG
thirty3 AG
Datalynx AG
Governance and academic
FT Non-Executive Director Diploma
IMD Executive board and governance development
MBA, Magna Cum Laude
BSc, Business Information Systems
Formal governance education complements decades of practical experience. It does not substitute for exercised judgement.
Selected organisations
UBS · Novartis · PwC · Fresenius · MCH Group · Philips
Selected organisations across three decades of transformation, leadership and consequential decision-making.