EXPERIENCE IN PRACTICE
Selected projects and results
International growth, P&L responsibility and a change to the sales operating model. Three examples of the responsibilities I held, the work I led and the outcomes.
Technology for AI infrastructure and data centres
International growth in liquid-cooling technology
Head of Business Development / Head of Sales / Head of Strategic Alliances · March 2024 – June 2025
Context
Liquid-cooling technology for AI infrastructure and data centres. International business development combined enterprise customer engagement with a network of technology partners and system integrators.
My responsibility
I was responsible for international business development, sales and strategic alliances, combining growth strategy with direct customer and partner conversations.
The work
- Designed and executed a growth strategy covering 66 countries, including market prioritisation, partner development and enterprise opportunities.
- Built partnerships with technology providers and system integrators to support access to new markets.
- Applied AI to prospecting, follow-up and commercial decision-making to reduce manual work.
Outcome
The strategy and commercial development model covered 66 countries. This figure describes the scope of the strategy and the work on markets and partnerships.
Fintech and outsourcing
Growth in technology and outsourcing services
Chief Executive Officer · January 2016 – February 2024
Context
Technology and outsourcing services for enterprise customers, including banking, insurance, telecommunications and retail. The management scope covered more than 1,200 employees across five countries.
My responsibility
As CEO, I held full P&L and end-to-end business responsibility, from Sales and Customer Service to Operations and back office. I connected commercial growth with delivery capability and profitability.
The work
- Developed enterprise customers and strategic partnerships through direct senior-level engagement.
- Strengthened sales execution and managers’ accountability for results.
- Led organisational changes and leadership development, linking commercial commitments with operational delivery.
Outcome
Revenue growth of 30% achieved during my tenure as CEO, through customer development, stronger sales execution and the expansion of commercial relationships.
International technology group
Redesigning the sales operating model
Group Sales Operations Director
Context
A multi-country sales organisation requiring consistent pipeline management, forecasting, performance measures and customer ownership.
My responsibility
I was responsible for transforming the sales operating model across multiple countries and improving collaboration between Sales, Product, Delivery, Marketing and Finance.
The work
- Repositioned the operating model around professional account management and clear ownership of customer relationships.
- Improved pipeline management, forecasting, KPIs and the cadence of management reviews.
- Worked with sales leaders on revenue priorities, customer development and accountability for execution.
Outcome
A €290,000 reduction in annual sales costs in one of the Group’s markets, associated with the move towards a professional account-management structure.
Let’s discuss your business.
We start with the business situation, the outcome you need and the responsibilities you want me to take on.