You don't need a consultant.
You don't need another hire.
You need someone who fixes the machine.
I step into fast-scaling companies where execution has become the risk. I stabilize operations, restore clarity, and build AI into the backbone. Then I leave once the system runs without me.
Everyone celebrates growth.
Few prepare for what it breaks.
I've seen the same pattern across industries and continents. Demand accelerates. Operations lag. Inventory grows faster than clarity. Decisions slow down. Teams compensate with heroics. On the surface, things look fine. Underneath, execution quietly becomes the risk.
When founders feel this, they default to one of four moves: hire a full-time COO they can't yet afford, call a consulting firm that delivers slides, ask their investor's operating partner for a favor, or do nothing and hope it sorts itself out. None of these solve the actual problem, because the problem is rarely what it looks like. Four symptoms screaming at once almost always trace back to one constraint. Find that, fix that, and the rest starts to resolve.
Margins eroding
Revenue grows, but costs grow faster. Nobody can explain where the money goes.
Decisions stalling
Everything escalates to the founder. The org can't move without one person in the room.
Systems lagging
Data doesn't match reality. Finance and Ops tell different stories. Nobody trusts the numbers.
Teams stretched thin
Good people burning out. Heroics instead of systems. Execution depends on individuals, not process.
19 years of building, scaling, and fixing operations.
Chief Operating Officer
No operational backbone. Revenue scaling faster than everything else. I built operations from zero: supply chain, logistics, fulfillment, procurement, product ops, ERP, forecasting. Scaled to ~$200M revenue with 700% growth in 4 years. Cut delivery from 6+ days to 2.7. Pushed NPS from low 80s to 93. Maintained 95% in-stock through COVID while competitors struggled.
VP Supply Chain Operations EMEA
Stepped into a €1B+ business mid-flight during hyperscale growth. Built EMEA operations across multiple geographies. Cut lead times by 25%, costs by 7%. Co-led global AI deployment alongside SAP rollout. Shifted decisions from escalation-driven to system-driven.
Head of Global SC Performance
Restored visibility across a global supply chain with 300k+ SKUs. Improved forecast accuracy by 10 points. Reduced inventory by 6%. Gave leadership control over trade-offs instead of late reactions.
Supply Chain Leadership
Regulated pharma, zero tolerance for failure. Led planning and S&OP for a $2B portfolio. Delivered $8.5M annual cash-flow improvement. Moved Canada from mid-ranking to top global forecasting accuracy within J&J.
Supply Chain & Operations
Industrial fundamentals across 8 countries. Built inventory systems that lasted a decade. Contributed to a €50M savings program. Where I learned that bad foundations always surface eventually.
From a start-up with nothing built to global organizations with 300,000 SKUs. Five industries. Three continents. The pattern is always the same: growth exposes weak foundations. I build systems where the person closest to the problem makes the call. That's how I leave and the machine keeps running.
I don't babysit operations.
I build the system that runs them.
Most companies don't need another manager. They need someone who can see the full picture, design the right operating structure, install it, and leave. I work in close partnership with Finance to make sure Ops executes and the numbers are real. I don't replace your CFO. I make operations behave so Finance can trust them.
Operational Clarity Diagnostic
Everything looks broken. It's not. A focused sprint to cut through the noise and find the one constraint that's actually holding you back. You get a clear diagnosis, not a list of 30 recommendations nobody will read.
Execution Reset
Show up, raise the bar, install the structure. Decision rights, KPIs, cadence, and accountability, all built around the primary constraint. No easing in. No six-month runway. Working architecture that your team can run from day one.
Fractional COO
Hands-on operational leadership alongside the CEO. I stabilize, scale, or reset operations. I install an "informed captain" model: the person closest to the problem makes the call, not the founder. Board-visible impact, with a clear exit once your team runs the system without me.
Advisory Soundboard
For established leaders who don't need execution help but want a senior thinking partner on high-stakes operational decisions. Strategic clarity on demand.
Most COOs talk about AI.
I build with it.
I don't treat AI as a buzzword or a future roadmap item. I've spent 15 months working with AI daily, completed a 3-month formal bootcamp, and deployed AI in a live enterprise environment at my last employer. I build real things: 5 apps, a chatbot, 3 websites, and an MCP server. Not by writing code myself, but by architecting solutions and using AI-native development tools to ship fast.
Where AI actually works in ops
Demand forecasting. Automated reporting. Scenario modeling. Workflow automation for tasks that eat your team's time but don't need human judgment. AI is great at these. It's terrible at leadership, culture, and deciding what matters. I know the difference, and I won't sell you the parts that don't work.
What this means for you
AI compresses the need for full-time presence. I can do in 1.5 days what used to take 5 because AI handles the data work, the pattern recognition, and the first-draft analysis. You get operational expertise and AI implementation in one seat. I identify where it saves your team real time and money, build the workflows, and train your people to run them.
Numbers, not narratives.
This works when the match is right.
● I work well with
- Scale-ups where growth has outpaced operational foundations
- Founders who want real answers, not comfort
- Companies between $5M and $150M in revenue, 15 to 500 people
- PE-backed or post-Series B environments with board pressure
- Teams with high standards, directness, and a preference for context over control
- SaaS, e-commerce, CPG, and industrial businesses with operational depth
○ I don't work well with
- Highly political organizations where truth is optional
- Cultures that reward mediocrity or docility
- Companies that want slides instead of decisions
- Environments where presence matters more than impact
- Teams looking for a babysitter, not a builder
If operations feel fragile instead of boring, let's talk.
I'm based in Amsterdam and work remotely across EU, UK, North America, and Asia. The first conversation is about understanding your situation, not selling. If I'm not the right fit, I'll tell you.