Organizational changes, leadership shifts, acquisitions, or a rough market can really shake things up for engineering teams. I'm happy to step in as an interim leader to help to keep things steady, support your teams, and make sure there’s no break in momentum.
Taking on an external consultant instead of appointing a permanent hire for your challenge can offer speed, focus, and objectivity. I bring a fresh perspective and a neutral stance, helping organizations navigate complexity, surface risks early, and resolve challenges before they escalate. I get up to speed quickly without long onboarding or added overhead. By focusing where support is needed most, I help teams regain momentum and leave behind clarity, structure, and stronger leadership capacity.
I’ve worked across five countries and a wide range of industries, from energy to fintech to public services, in both corporate giants and high-growth scale-ups. I’ve taken on roles in consulting, engineering, and senior management, which helps me understand how organizations really work. That mix of experience means I adapt quickly, connect the dots, and shape solutions that make sense in your specific context.
I stay close to the tools to reduce the gap between strategic direction and real-world execution. Whether configuring platforms, streamlining workflows, or crunching data in Excel to support budgeting, modelling, or decision-making, I take on the kind of tasks you'd typically assign to platform specialists or analysts. The difference is that I combine this hands-on capability with strategic leadership, so there’s no need for extra roles or translation layers to move things forward.
I help maintain momentum when teams are facing leadership gaps, reorgs, or shifting priorities.
I coach & mentor engineering leads and managers to grow into their roles, strengthening leadership capacity across the org.
I stepped in during a critical transition to manage a 200-person team, covering for the former Head of Engineering. Within a new matrix structure, I oversaw budget rounds, handled hiring freezes, and managed through long-term absences. I hired four Senior Engineering Managers and supported them along with the newly appointed Head of Engineering. I also filled other leadership gaps, rebalanced teams, strengthened engineering practices, and drove the shift from external contractors to in-house development by recruiting key hires. To support performance and growth, I launched structured evaluation processes, ensured clear expectations and bonus outcomes, and provided targeted feedback to new leads. I helped implement a competency matrix and represented Eneco externally at the Goto Event and partner prize ceremony.
I led the largest Agile Release Train (ART) at a major mortgage technical solution provider, supporting diverse teams with no singular focus and helping ensure consistent delivery across many concurrent projects. The team improved system stability, reduced incidents, and navigated challenging budget rounds with a €16M portfolio. Stepping in without a proper handover, I completed performance and salary reviews and restructured the ART by hiring and promoting Product Owners, aligning them across related teams. I supported direct reports with coaching, compensation reviews, and stakeholder management. To improve efficiency and free up internal capacity, I introduced an outsourced team in India to support the maintenance of central components. I also created a proposal to guide the future direction of the ART, enabling a shift from a project-oriented structure toward a product-focused organization, including the formation of a central Platform team to foster ownership.
As CIO/CTO and part of the Management Team, I supported a leading online travel agency’s 25% year-on-year revenue growth by helping bring organizational stability and advancing the company’s technology direction. I created the conditions for teams to eliminate rollbacks and significantly reduce technical debt, while encouraging innovation in areas like data platforms, experimentation frameworks, Microservices, and AI. I oversaw the company-wide cloud migration and contributed to M&A efforts, including due diligence, post-acquisition integration, and aligning newly acquired companies with group operations. I also stepped in during periods of instability to support struggling teams and ensure delivery continuity.