PRODUCT LEADERSHIP · AI-NATIVE OPERATING MODELS · MULTI-AGENT WORKFLOW DESIGN
Product leader building AI-native operating models, execution systems, and the organizational infrastructure that lets small teams outcompete larger ones.
Over 20+ years I've led product and technology at Vodafone, trivago, Sygic, and Eurowag — from a corporate telecoms group serving 20M+ users, to a startup that went public on NASDAQ, to a navigation business generating €7M in yearly net revenue. The common thread: organizational design determines everything about how far a product team can go.
Perspective
Most product organizations are implementing AI. Almost none are redesigning how they work because of it. That's the gap. And it's not a tooling problem — it's an operating model problem.
After 20 years building product at scale, the pattern is consistent: the ceiling is almost always organizational. How decisions get made, how strategy reaches teams, how work gets scoped, questioned, and improved. AI doesn't change that ceiling automatically. But it does, for the first time, give you the means to raise it — if you're willing to treat AI as an operating system, not a feature layer.
The companies getting this right aren't asking “how do we use AI?” They're asking “how do we redesign our decision loops, discovery cadence, and execution systems around what AI now makes possible?” That's a different question. And it leads to a different organization — smaller, faster, higher-leverage — where a well-structured team of ten outcompetes a traditional org of fifty.
The shift
Most product problems aren't product problems. They're operating model problems — in how decisions get made, how strategy reaches teams, how work gets scoped and improved. After 20 years building at scale, the pattern is consistent: the ceiling is almost always organizational, not technical.
AI shifts that equation. Not because it makes teams faster at the same work — but because it changes what's possible to build, how discovery happens, and how much a small team can actually own. The companies getting this right aren't adding AI features. They're treating AI as an operating system: redesigning the decision loops, the feedback systems, the organizational structure itself. The ones that don't will keep shipping incrementally while smaller, better-designed teams outcompete them at a fraction of the headcount.
Current focus
That transition is what I work on. Building AI-native product architecture — where memory, orchestration, and feedback loops are designed in from the start, not bolted on after the roadmap is set. Redesigning operating models so that strategic intent actually reaches teams and shows up in what ships. And putting in place the leadership infrastructure that lets small, well-structured teams move faster, decide better, and generate disproportionate impact.
Experience timeline
2025 – Present
Director of Product & Technology
Joined Eurowag as part of the Sygic acquisition to lead navigation product and technology — B2B and B2C app, OEM partnerships, €7M yearly net revenue. The core work was organizational: transitioning the navigation teams into Eurowag's structure, aligning execution across a complex mobility environment, and ensuring continuity through a significant integration.
2021 – 2024
Managing Director
Selected by Sygic's founder to lead Roadlords — a "Waze for trucks" B2C navigation venture — scaling it to 2M+ installs, 250K MAU, and $500K net revenue across 22 countries. Owned full P&L and end-to-end product strategy: monetization, pricing, go-to-market, and commercial execution. Led the integration into Eurowag while maintaining product performance and team stability through the transition.
2013 – 2020
VP of Product
Hired by founder Rolf Schrömgens to join when the company was ~300 people; part of the management team through the NASDAQ IPO in December 2016. Founded and scaled the Hotel Relations product — 25 people, B2B and B2C across 17 countries and 12 languages, generating €15M in B2B revenue. Data-driven discovery and weekly A/B testing were core to the operating model.
2004 – 2013
Principal Delivery & Development Manager
Group Products & Services team across Madrid, London, and Düsseldorf. Built mobile platforms and converged products serving 28 operating companies and 20M+ users. Led teams in Germany, UK, and India. Transitioned the development team from California to Germany.
Writing
Articles
Most companies are adopting AI but almost none are redesigning how they work. That's why nothing is changing. A framework for the four structural shifts that separate surface-level adoption from genuine operating model transformation.
Read the article →From LinkedIn
How I stopped prompting randomly and started designing a structured execution layer — agents with defined scopes, input/output contracts, and a critic that questions everything.
Read on LinkedInThe Discovery Thinking Agent: its only job is to block bad initiatives before they become PRDs. Built to say "not yet" — not "yes, and."
Read on LinkedInOne command. Four minutes. PRD → Epics → User Stories → Jira CSV. The bottleneck moves from execution to thinking. That's the real shift.
Read on LinkedInAI collapses the cost of starting — which means you start six things instead of one. For product leaders, that's not a productivity story. It's a prioritization crisis.
Read on LinkedInThe difference between using AI and designing systems around it. One makes you faster at the same work. The other changes what work is possible.
Read on LinkedInContact