My Background

I have spent more than three decades building, leading, restructuring, and scaling companies across Europe and Asia.

My career began in engineering and international sales in Austria before taking me into manufacturing, distribution, entrepreneurship, and eventually the leadership of complex international service organizations.

I have worked inside companies at very different stages – from founder-led businesses and early expansion to organizations employing more than 2,000 people.

Across those situations, my role has usually been similar: bring clarity to complexity, strengthen the way the organization operates, and establish the structure, ownership, and execution needed for the next stage.

A short history

My own career has unfolded almost entirely inside growing organizations.

Over the past three decades I have built and led companies across Europe and Asia, often in environments where teams, markets, and cultures had to be aligned under demanding conditions.

I began my professional life in engineering and technical sales in Austria before moving to Vietnam in the 1990s to work in international sourcing and manufacturing.

From there I founded and co-built several international businesses, including manufacturing and distribution operations supplying markets across Europe, Australia, and North America.

Later I moved into larger operational leadership roles, eventually serving as CEO of organizations employing more than a thousand people across multiple countries.

Across these different roles, one pattern appeared repeatedly: when effort stops producing the expected progress, the visible symptoms rarely explain the whole problem.

The underlying issue may sit in leadership, decision authority, operating structure, cross-functional execution, management capability, or a transformation that has not translated into the way the company actually runs. That is the perspective I now bring to my independent work.

What I Do Now

Today, I work independently with founders, boards, and leadership teams when the way a company operates is holding back progress, execution, or control.

The situation may involve:

• Unclear ownership, authority, or accountability
• Important decisions and initiatives that repeatedly lose momentum
• Leadership structures that no longer fit what the company requires
• Excessive dependence on the founder or a small number of senior people
• A service operation that needs to be stabilized, scaled, or transformed
• A leadership transition that requires temporary executive responsibility
• Technology, automation, or AI activity that is not producing enough measurable business value

Depending on the situation, I take on either a focused operating intervention or an interim executive mandate with direct responsibility for implementation. The objective is not to introduce more activity. It is to restore clarity, execution, and operating control so that the organization can move forward more effectively.

Location

I am based in Ho Chi Minh City, Vietnam and have spent most of my professional life working across Asia and Europe.

I work internationally, remotely or on site, depending on the nature of the mandate.