About
I help founders and senior leaders solve their challenges, with care, respect and curiosity. Marketer by training with a People & Operations track record. Storyteller and advisor wherever I'm allowed. Tap any point on the ring below to learn more about my different facets.
Facet 01
Most founders eventually hit the same strange gap. Every function has a head – sales, product, marketing, finance – but no one except them whose job is the whole picture.
I've spent my whole career inside companies – on the executive team, next to the founder or CEO. Employed to build the story, the team, and the operating system underneath both.
The proof underneath
Three functions, one company
At Locatee my remit widened from Marketing to People to Operations – three functions held at once, as the company restructured and sold.
In the room where it's decided
Senior Vice President and executive-leadership-team member at Tango; on the four-person deal team for Locatee's sale – with the co-CEOs, CFO and board, through two exits from the inside.
I read what the company needs
I've run messy early startups and worked inside Fortune 500s – so I can see what stage a company is in, what it needs next, and fix how it operates to get there.
Facet 02
Marketing has been the through-line. Ask me what I actually do, and I'd say: I write the sentences that make a strategy legible – to the team that has to deliver it, and the market that has to buy it.
Positioning, category, the narrative a founder can hand to their whole go-to-market. That's the craft.
The proof underneath
Helped define the category
Workplace analytics was barely a category before Locatee – I worked with the analysts drawing its lines (Verdantix, Forrester) and built the story that carried it to market.
The story Sales took to market
I built Locatee's whole narrative system – platform story, use-case stories, value story, flywheel story – so the team sold one coherent story, not ten.
The story behind the raise and the sale
I built the narrative both times it mattered most: the fundraise, alongside the CEO, and the story that carried Locatee through its acquisition.
Facet 03
Culture isn't what you put on the wall. It's how work feels when nobody's watching – the rhythm that keeps a team moving, and the moments that keep it together.
I've run teams on a weekly cadence, made space to celebrate the wins, and turned performance reviews into something people looked forward to. That's how you build a team that performs and wants to stay.
The proof underneath
Accountability, built in rhythm
I'm a Certified Aware Leader (Agile Leadership Journey), and I've run teams on sprints at FELFEL, Locatee and Tango – name the few things that matter, then look back at the close of each one. That's where accountability and momentum come from.
Celebrate the wins
When a team hits its goal, something happens – not always money, often just something fun. People need the moments as much as the numbers.
The Performance Festival
As Head of People I turned the whole performance cycle into a festival – one focused, high-energy week instead of a season everyone puts off. Reviews both ways, managers and employees, sessions on feedback and growth, and a gratitude wall to close.
Facet 04
Growth is what happens when the craft delivers something the business can bank on. Not campaigns and impressions – pipeline, fundraises, sales cycles that shorten because the brand is doing its job.
I've built demand engines from the founder's pitch through to the fundraise, in food-tech and in SaaS.
The proof underneath
175 to 500 customers, in two years
At FELFEL I led growth as we went from 175 customers to 500, and from 20,000 users to 70,000 – a physical product taken into offices across Switzerland, not a landing page.
Brand that paid its way
At Locatee I made brand double as pipeline – the founders' film, the Workplace Leader podcast, thought leadership that generated demand instead of just awareness.
Marketing the business can bank on
At Tango my team sourced a large share of pipeline at a fraction of its cost – demand-gen held to a revenue standard, not a vanity one.
Facet 05
Four languages, and enough working cultures under my belt to know that most misunderstandings between teams are cultural before they're anything else – long before they turn strategic, or personal.
I've been international since day one – alumni events in Dubai and Brazil early on, European and North American teams ever since. I can usually feel when a room is about to misfire, before it does.
The proof underneath
Built and ran teams across the Atlantic
I opened Locatee's first US office from Zurich and hired the team in New York. At Tango I ran it the other way – in the US about a week in every six, my team spread across New York, Toronto, Boston, Florida and LA.
Trained a Fortune 500 across EMEA
At Parker Hannifin I rolled out marketing programs across the region – training 32 country divisions, from South Africa to Dubai to all of Europe.
Four languages, four cultures
French, English, German, Italian – and enough time in each to translate intent, not just words.
Facet 06
Business and the people who make it matter to me equally. Always have. I listen, I make it safe, and yes – I tell jokes.
People remember how a room felt long after they forget what was said in it. That's the part I care most about getting right.
The proof underneath
Hard calls, held with care
I've let someone go who wasn't working out, and helped reshape a company through reorganization. The hardest part is what comes after – being there for the team that stays, steadying them through it, a walk outside or a coffee downstairs.
Honest, even when it's uncomfortable
I stand up and have the real conversation – radical candor. I use coaching techniques to say what people need to hear, not what they want to, and to keep it kind.
I've been coached, and I coach
Years in coaching myself, and mentoring inside Tango's program – I bring those techniques to keep a room safe enough for real risks. That's not soft. It's where the bold moves come from.
When something isn't working, it's rarely just the plan. And it's rarely just the team. It's usually the space, the stories and the conversations between them. Where clarity breaks down, where ownership gets fuzzy, where smart people produce the wrong results anyway.
I've spent most of my career working in those in-between spaces.
I'm drawn to people who are translating between worlds – a technical founder learning to be a storyteller, a marketer learning to run a P&L, a CEO trying to build a company that matches who they actually are, rather than who they thought they were supposed to be.
I've been lucky enough to do that work from the inside and lived through some very defining experiences: 2 acquisitions, building and scaling small-team Series A companies and also the difficult task of downsizing them. From VC-funded startups in Switzerland, Fortune 500 companies, and all the way to the executive leadership of a US-headquartered, PE-backed company. From Marketing to People, to Operations. From hands-on work with the team – aligning elements on a slide deck – to strategic conversations with my peers and the Board.
Through it all, one constant: the better path is one made of curiosity, lack of ego and a genuine love for succeeding collectively rather than individually.
The obvious next step after a seat at the executive table would be another seat at the executive table. That's not what pulls me. What gives me energy is the creative part – solving problems, and the quiet conversation with a leader about what's really going on. I also want the future to hold space for a personal dream that is close to my heart, and this is why a different path attracts me:
Fewer companies than I could take. More depth with each.
If any of that resonates, !
A pattern you'll notice below: I come in for one thing and end up in the room for all of it. Marketing, then People, then Operations, then the executive table.
Want the full detail? It's all on my LinkedIn profile.
SVP Marketing at Tango. Came in through the acquisition, took the team over, ended up on the executive leadership team of the company that bought us. PE-backed, US-headquartered.
Second exit: Locatee acquired by Tango. We restructured the company and ran a sale process under pressure. I sat at the table with our co-CEOs, CFO, board, and the acquirer – while holding the team together through it. Then carried Operations across the border: VP of Operations for Tango's international business, leading the integration of the Locatee teams.
At Locatee, my role widened past Marketing. First Head of People, then VP of Operations – the company needed someone to hold the team and the operating model together, not just tell the story.
Joined Locatee post Series A as Head of Marketing – building the marketing function a scaling company hadn't built yet. From the inside, not from a deck.
Bringing Good Food at Work to more employees, as Growth Lead at FELFEL. A passion for a physical product, designed and shipped into real offices.
First exit. Aspediens acquired by CSC/DXC Technology. Suddenly colleagues on every continent and a Fortune 500 brand to integrate. The work shifted to building bridges – between teams, countries, and two very different ways of doing business.
Joined Aspediens as Head of Marketing. 30 people on day one. 100+ the day we were acquired.
Coordinating digital marketing across 25 countries at Parker Hannifin. First taste of how a Fortune 500 actually moves – and where the gap sits between HQ and the field.
First job. École hôtelière de Lausanne. The world's leading hospitality school doesn't just teach you to love detail. It trains you to read a room: who feels welcome, who doesn't, what the energy needs. The origin is here.
I would rather say the obvious thing first and be useful than say the interesting thing first and be impressive. Most founders and CEOs are drowning in clever. What they need is a person who will tell them the obvious, out loud.
The best solutions don't live in any one person's head. Curiosity allows me to tap into the collective intelligence, and surface what no single perspective could see alone. It also implies the need for a low ego, that makes it possible to be genuinely open to someone else's point of view. It all travels together: when you stay curious, and hold your ideas loosely, you give everyone – including yourself – the best shot at the right answer.
Discipline, thoughtfulness and essentialism are some of the words you'll hear me use when describing how I work. Most problems don't need more – they need less, done better, repeatedly. It means finding the lever that moves everything else, and pulling it with full attention. Constant progress on the right problem beats frantic motion on the wrong ones every time.
The Work with me page is where principles meet practice.
Are we a match?
A forty-five-minute intro conversation. No deck, no pre-work. I'll ask what's actually going on. If the fit is real, we'll both know by the end.