Organizations rarely fail because of a lack of strategy. They fail when execution breaks down during growth, restructuring, ownership transitions or periods of change. I work at those inflection points.
A project-driven group facing operational complexity, margin pressure and significant losses across US and Canadian entities.
Took direct control of finance, operations and contracts. Cut operating costs, restored project margin discipline, and restructured the Canadian facility without disrupting live projects.
A specialized façade group undergoing rapid international expansion and a complex cross-border ownership transition, requiring organizational transformation, capital restructuring and stronger governance across multiple markets.
Progressed from Head of Administration to CFO and later CEO. Led the management buyout, capital restructuring, operational transformation and US market development while strengthening governance, project controls and financial discipline.
Apple · Museum of Modern Art (MoMA) · LVMH · Audemars Piguet · BMW
A capital-intensive solar manufacturing and PV-development business (~€67M revenue) in financial distress, within a contracting European solar market — requiring operational and financial control under significant market and capital pressure.
Brought in as Interim COO & CFO to take operational and financial control — owning corporate operations, financial restructuring, treasury and fundraising, and leading the assessment of strategic options, while supporting international photovoltaic development.
Executive operator supporting owners, investors and management teams through ownership transitions, capital formation, growth initiatives and special situations — engaged for execution, alignment and outcomes.
Building businesses, supporting ownership transitions, facilitating capital and strategic opportunities, and creating situations where ownership, execution and long-term value creation are closely connected.
Velato — a consumer products venture focused on innovative frozen dessert solutions.
Leading businesses through succession, sale and change of control.
Building the operating structure, teams and discipline that durable growth depends on.
Engaging selectively where ownership, execution and value creation are closely connected.
Positioning businesses and securing the capital to execute their next phase.
Operating across the US and Europe — and connecting the two.
Most businesses don’t fail on strategy. They fail when execution breaks down under change.
Scale that outruns control doesn’t compound value — it compounds risk.
Someone has to own the decisions when control changes hands. That’s an operator’s job.
The operators who fold it into how they run a business will move faster than those who don’t.
