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

A founder’s CV might impress others on LinkedIn — but building a company is different. Many first-time entrepreneurs underestimate how daunting it can be to juggle such a wide range of responsibilities — especially without the structure or safety net of a corporate environment. I make them fluent in the venture-building tools and experiments that reveal what  works — from quick testing to flexible long-term strategies with clear metrics. I help them to think bigger, to talk about their idea with clarity, and to involve others early. To my knowledge, no successful venture ever scaled in isolation.

When traction stalls, I have a lot of experience in how to find the pulse of the market fast. For instance, a proptech I'm currently supporting barely had any uptake. The team and I surveyed hundreds of potential users —real estate 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 and services that sped up their workflows. 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 true empathy. Founders can be confident externally but fragile inside. So 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 discuss API latency with a developer 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 a renowned German IT firm Zweitag, and currently collaborate daily with our CTO. That lets me anticipate technical constraints, estimate the effort required, 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 in my view are 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 that leads nowhere. My focus is on ensuring partners, mentors, and startups complement each other so that every interaction moves the venture forward.