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 that experience produced.
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 what belonging does to judgement — because acceptance should never require surrendering it.
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 a multi-year global digital business transformation and consolidation initiative in pharmaceuticals, to the integration of a groupware backbone during the global merger of a professional-services firm, and to 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 dedicated to organisations undergoing 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 a discipline in its own right.
Perspective
An international career shaped across markets, cultures and institutions.
My work has been formed across Europe, Asia and the United States, in 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, becomes less a personal trait than a professional discipline.
The result is a perspective shaped by proximity to how organisations actually operate, combined with the independence and objectivity to test which assumptions are being treated as facts. Cross-border exposure matters because it strengthens the habit of examining situations from more than one institutional or cultural perspective.
Experience 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 through independent leadership, advisory and transformation roles across different organisations, sectors and markets. Rather than developing within one corporate hierarchy, I was repeatedly engaged directly by senior executives and worked closely with C-suite leaders, digital and technology boards, and executive councils on consequential transformation and investment decisions.
That experience has shaped a form of independence grounded in repeated exposure to different institutional environments. It has meant understanding how organisations operate from the inside while retaining the objectivity to compare assumptions, decision patterns and responses across industries, cultures and technological eras.
Independence, in this sense, is not simply a governance status. It is a professional discipline: the ability to engage fully with an organisation, challenge prevailing assumptions 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
Curiosity means 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 that helped shape my experience of transformation, leadership and consequential decision-making across complex international environments.