Every role arrived mid-transformation — a spin-off, a merger, a separation, a breach, a pandemic. The throughline isn't timing; it's a way of running IT as the business's first customer, not its cost center. At GoTo that became GoPilots — my Corporate IT team runs the company's own products in production and feeds Product what breaks — and it's what let us ship Tech-E, an AI support assistant now deflecting 28% of Tier-1 tickets. Now I'm taking AI across the company: a governed suite of tools — Claude Cowork, Claude Code, ChatGPT — rolled out to the workforce, secured in partnership with the security team, with an internal path for employees to safely deploy the applications they build themselves. AI as an operating model, not a feature.
It runs at scale: a $15M+ technology portfolio and a 100+ person organization across 40+ countries, reporting to the C-suite. Eight M&A deal events — five carried end to end, ~$1B+ in combined value — on a separation playbook I wrote in the field and have reused on every deal since. When the 2022 breach hit with no CIO in seat, I owned the enterprise-IT response alongside the CISO; IT NPS climbed 25 points (40 to 65) along the way.
And rare at this altitude: the hands-on technical depth never dulled — I still read architecture, identity, and AI systems first-hand — and set next to the business and financial fluency to run IT as a business in its own right, it's the edge most leaders trade away on the way up.
Bilingual English/German, fluent across US, European, and APAC executive environments. Prosci® Certified Change Practitioner. Certified External Data Protection Officer (IHK, 2006) — GDPR data-protection practice since. Operates under SOX and ISO 27001 without friction.
"I am only as good as my teams — and the symbiosis between us."
