Turning complex challenges into tangible results.
SELECTED WORK
A selection of projects across AI, strategy, innovation and business transformation
AI TRANSFORMATION · ORGANIZATIONAL DESIGN
Designing an AI operating model for scale
Helping an energy organization move beyond individual AI initiatives by establishing the structures, responsibilities, and ways of working needed to deliver AI at scale. The challenge With increasing AI ambitions it was time to move beyond PoC and individual use cases. The ask: how to structure our internal IT organization to effectively become an AI factory to deliver AI at scale My contribution Designed a target operating model for AI delivery, taking current and future role demands into account. Designing a lean and effective governance set-up and ways-of-working playbook for individual squads. The outcome A structured, organizational blueprint for scaling AI, providing greater clarity on accountability, collaboration and capabilities required for implementation.
AI operating model - Organizational design - AI governance - Transformation strategy
STRATEGY & INNOVATION - CORPORATE VENTURE BUILDING
Building a new consumer business from scratch
Led the end-to-end development of a new direct-to-consumer business, from identifying and validating the opportunity to launching a fully operational venture in just 18 weeks. The challenge Declining milk sales, pricing pressure, and limited product differentiation were putting pressure on a traditional dairy business. A new business model was needed to unlock growth opportunities and build direct relationships with consumers. My contribution Led the entire venture-building project, guiding a multidisciplinary team from initial opportunity exploration through business model validation and market launch. Applied design thinking, customer research, and rapid experimentation to develop and validate a new business model in 12 weeks, then led the build and launch of the online and offline offering in just six additional weeks. The outcome Successfully launched a new direct-to-consumer business in 18 weeks, generating over 1 million CHF in first-year turnover and subsequently expanding beyond Switzerland.
Corporate venture building - business model innovation . design thinking - go-to-market strategy
LEADERSHIP ALIGNMENT - CULTURAL TRANSFORMATION
Aligning leadership around a shared cultural manifesto
Guiding an executive team through a collaborative process to revisit organizational values, build shared understanding, and shape a cultural manifesto that reflects the organization's ambitions. The challenge Revisiting organizational values required navigating diverse perspectives, emotional discussions, and differing priorities while ensuring the executive team remained focused on a shared outcome. My contribution Designed and facilitated a structured leadership session, creating space for open dialogue, constructive debate, and collective decision-making. Balanced empathy with clear direction to keep discussions productive and move the team toward alignment. The outcome A jointly developed cultural manifesto, translating leadership perspectives into shared values and clear principles to guide organizational behavior and decision-making.
Executive facilitation - Cultural transformation - Leadership alignment - Organizational values
BUSINESS TRANSFORMATION - PROGRAM LEADERSHIP
Turning around a complex digital product delivery
Taking ownership of a struggling digital product program, realigning a 60+ person multidisciplinary team, and bringing delivery back on track to meet the agreed launch timeline and scope. The challenge A major new digital product was falling behind schedule, failing to meet client expectations, and facing significant delivery challenges. With multiple teams, organizations, and locations involved, the program needed stronger direction, clearer priorities, and a more effective delivery structure. My contribution Took over leadership of the program, with responsibility for a cross-functional team of more than 60 developers, designers, and analysts from the consulting organization, the client, and external partners. Restructured and prioritized the product backlog, reshaped the delivery team to bring in the right capabilities, and established clearer ownership and ways of working. Rebuilt alignment with the client by setting realistic expectations, agreeing on priorities, and creating a shared understanding of the delivery scope and timeline. The outcome Successfully brought the program back on track, delivering the new digital product on time and within the agreed scope. Restored delivery focus, strengthened coordination across teams and partners, and established a more effective approach to managing complex, cross-functional delivery.
Ways of working - Leadership & team coaching - customer centricity - OKRs & prioritization
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