A product leader based in Berlin.

At PVcase, I lead product for a new platform that brings solar engineering and commercial workflows together. Part of that work is an LLM-powered review workflow that turns expert review into structured compliance checks. It is released and gaining traction with customers.

I owned the decision to keep a human in the loop. User interviews made it clear that our customers did not yet trust the output of AI workflows on their own. Human validation lets them use the automation while staying in control of the result.

I built Arnie OS, a system of 10+ AI agents for research, PRDs and reporting. Nothing is filed until I approve it. Senior PMs on my team use it for their own work. I built it to cut the repetitive research and reporting work my team and I were doing.

From WeSwap, I moved to Equals, then to Delivery Hero and AMBOSS. Each company handled payments in its own way, shaped by how quickly it had grown.

At Delivery Hero, I led the migration of 20+ countries onto one financial platform, working across regulatory, engineering and regional teams. At AMBOSS, we brought a fragmented payment set-up together into one system, which cut time-to-market for campaigns and new products from weeks to hours. In each case, the right answer depended on the business around it.

Alongside WeSwap and Equals, I co-founded TryMyKitchen, a self-serve marketplace for cooking classes.

Before TryMyKitchen, cooking class hosts listed their classes on general experience and deal sites, where they were easily lost among other offers. To stand out, hosts had to pay higher commissions or sell at steep discounts. We built a dedicated self-service portal for hosts, combined with paid and organic marketing designed to put their classes near the top of search results.

The marketplace grew to 8,000+ classes across Europe and North America, with partners including Jamie Oliver cooking schools and Heineken. The lesson: a product succeeds only when it understands its customers' pain and expectations clearly.

Before I worked in product, I worked alongside the people who keep a product running. At WeSwap, I was Head of Operations. I led the customer support team, up to 11 agents, and the compliance and fraud teams.

At WeSwap, I saw that internal teams are customers too. A product has to serve the people who use it and the people who support it. Support agents need tools that triage incoming queries, answer simple requests automatically and give customers self-service options. Without them, agents move from one call or email to the next, with no time to listen.

The compliance and fraud teams faced a different version of the same problem. They handled a high volume of paperwork and failed applications caused by incorrect customer information. Some customers waited more than a week for their accounts to open. When I became Chief Product Officer, simplifying identity checks and making them as self-service as possible was an obvious priority. Accounts were approved much faster, and the team had more time for complex cases.

I value a steady operating rhythm: structured discovery, written PRDs that are reviewed before work starts, and weekly reporting on delivery and adoption. I hire and coach product and engineering people, and I try to keep everyone, from engineers to leadership, aligned on why we are building something.

I studied Telecommunications Engineering at King's College London, graduating with an MEng in 2005. My early roles were in sales and customer support, before I moved into product at the Guardian.

English (native), French (fluent), Spanish (intermediate) and German (basic).