Head of Growth,
ex-Founder and
LSE Graduate
with a 360° view of innovation.

A founder’s CV might impress on LinkedIn — but building a company is a different game.Many first-time founders underestimate how overwhelming it can be to juggle product, fundraising, and team leadership without a corporate safety net. I make them fluent in the venture-building tools and experiments that reveal what really works — from rapid testing to flexible long-term strategies with clear metrics. I push them to think bigger, talk about their idea, and involve others early. No successful venture scaled in isolation.

When traction stalls, I know how to find the pulse of the market fast.At Finioo, our real estate tech venture had barely any uptake. I surveyed hundreds of potential users — agents and property managers — and discovered our original audience was too broad and our value unclear. We pivoted to focus on landlords in Germany’s largest cities, sharpened our USPs, and introduced features that sped up tenant decisions. Today, we’re seeing daily sign-ups and dozens of reports processed — from near-zero just months ago.

I believe in radical candour — paired with radical empathy.Founders can be confident externally but fragile inside. I deliver honest, well-reasoned feedback that surfaces blind spots without damaging morale. Time is the most precious resource in early-stage ventures — and facing what’s not working is the only way to fix it.

I can talk API latency with a CTO and revenue streams with a CFO — in the same meeting.While my depth is on the commercial side, I’ve been a product manager in my own startup, worked with German IT firm Zweitag, and currently collaborate daily with our CTO. That lets me anticipate technical constraints, estimate effort, and translate between tech and business priorities — avoiding the costly misunderstandings that often sink early product timelines.

Startups rarely fail because the idea is bad — they fail because the learning loop is too slow.The biggest traps I see: locking in on one solution too early, talking too little to the market, and delaying monetisation tests. The other killer? Weak founding team dynamics — either poor personal fit or missing the hard skills needed to execute.

An accelerator is only as strong as its partners and its process.
I’ve been through accelerators, worked in an innovation unit, and supported a startup hub. I’ve seen how the right corporate partners can multiply reach — and how the wrong ones create busywork. My focus is on ensuring partners, mentors, and startups complement each other so that every interaction moves the venture forward.