No shortcuts, no luck. Built from scratch.

No company to run. On purpose. What I have instead is a workshop: twelve agents that run my mornings, two data lakes I own, and a set of systems built for an audience of one — me — because that is the only user who will tell you the truth every single day.

Everything I'm building is on the workbench on the front page, including the parts that broke and the things I didn't know when I started. I'm not looking for something to replace this. I'm looking for what sustains it.

Back where the engineering started, on the other side of the desk — alongside founders building companies out of ETH.

Twenty-five years after I walked in as a student, it turns out the most useful thing I carry isn't the PhD. It's fourteen years of finding out which ideas survive a customer.

Built from a side project into one of Europe's leading enterprise SaaS companies. Scaled from zero to $50M+ ARR and profitable, with 1,500+ customers in 130+ countries. Raised $100M+. Built a team of 250+ across the globe.

Fourteen years of watching companies either transform or get left behind — which is exactly why I recognise the shape of what AI is doing now.

Led the full post-merger GTM integration of LumApps and Beekeeper. Unified 650 employees across 8+ regions into a single global organisation, and grew combined ARR by 20%+ in the first year.

Trained as a Chemical Engineer, graduating top of my generation. PhD in Electrical Engineering at ETH Zurich's Automatic Control Laboratory, specialising in autonomous systems and model predictive control, in collaboration with Carnegie Mellon.

Control theory is still how I think. A system you can't observe is a system you can't steer — that idea shows up in everything on the front page.

Product Manager at ChromaCon AG, an ETH biotech spinoff, then Accenture — delivering IT strategy for FIFA, SwissLife, UBS and other Fortune 500 clients.

Board member at Doodle. Previously TestingTime, acquired by Norstat. Former board member, Entrepreneurs' Organization Zurich. Supporting AI-native founders scaling from idea to business.

Not as hype. As infrastructure. The companies that will matter in ten years are being rebuilt from scratch around AI right now. The ones bolting it onto legacy processes will not survive. I've seen this pattern before — I spent fourteen years in frontline tech watching companies either transform or get left behind. AI is the same movie, faster.

The moment you think you've figured it out, you've stopped growing. The best CEOs I know are relentless learners — curious, humble, willing to look stupid in the room. I built a company, sold it, and I'm still learning every single day. That's not a weakness. That's the edge.

Strategy, product, sales, culture — none of it matters if you're not solving a problem someone actually has. I've watched companies drown in complexity because they lost sight of the customer's pain. Stay obsessed with the problem. Everything else is noise.

I have no patience for optics, internal theatre, or decisions made for appearance rather than impact. Making tough decisions doesn't require being an asshole — it requires clarity, conviction and respect. Those three together are rare. I optimise for them.

I will always choose a well-coordinated, high-trust team over a group of brilliant people who can't work together. Culture is the operating system underneath everything. Tiki-taka over individual brilliance — the best teams pass, they don't dribble.

Inside a company it lets teams move fast and make good decisions without permission. Externally it's the only advantage that cannot be copied. None of it was bought. All of it was earned, one conversation at a time.