Across product teams, data-intensive systems, and operating models, my focus has been the same: turning ambiguity into action — always at the intersection of technology, data, and real-world operations.

As Director Product at MOIA, I lead the Mobility Intelligence domain, building products that help cities, operators, and public authorities make faster, better decisions about mobility. In Hamburg, MOIA runs Europe's largest ridepooling service, with around 300 all-electric vehicles on the road at once. Simulations with KIT show that the availability of such a service can reduce private car ownership in a city by up to 20%. It's a real-world testing ground for what happens when decisions, data, and physical operations meet at scale.

In 2024, I pitched and sponsored a Product Operations function for a product organization of roughly 30 development teams. It has given the organization faster, better-informed decisions for more than two years without adding headcount: planning kickoffs dropped from a full day to two hours, and system lead time fell by 15%. It was built and run by a team of colleagues, adapted to our organization rather than taken from a playbook.

I lead by pushing decisions closer to the people with the best information — not by relying on formal authority. As interim VP for four months, I led 15 teams across three domains: my own with disciplinary responsibility, the other two in a functional capacity, without any change to the formal org chart. That experience shaped how I now build operating models and frameworks that make cross-silo leadership repeatable, not situational.

I'm equally interested in who gets to make decisions in the first place — inside organizations and beyond them. Representation isn't a side issue to better decision-making; it's part of it.

Mobility is where I've proven this so far. The underlying question — how complex systems make better decisions, faster — doesn't stop there.