My Career Path
I started my career in Germany as an SAP BW developer — trained through a vocational programme, no university, just the discipline of learning systems by building them. Over two decades, that foundation took me through increasingly complex roles: from a one-person BI team at a French food group, to enterprise data architecture and governance at BASF, to strategic advisory at SAP's own Centre of Excellence in Walldorf.
In 2021 I joined Capgemini, where I now serve as Global Head of SAP Data & AI — leading a practice of more than 3,000 professionals delivering data and AI transformation across enterprise clients worldwide. Board advisory is central to my work at this level. The decisions that determine whether an AI program succeeds or fails — the data architecture choices, the semantic models, the quality standards, the ownership structures — are made at C-suite and board level, not in the engineering team. I work directly with senior leadership to get those decisions right.
Alongside my executive role, I have served as an elected member of a supervisory board, giving me direct experience of independent fiduciary oversight, governance frameworks, and the dynamics of board-level accountability. I am a mentor at GDEXA, supporting the next generation of data and AI professionals.
And I am the author of The Cashflow Deadline— business fiction about the decisions leaders make, and avoid, when the numbers stop adding up.
AI Governance That Holds
Most AI programs fail not because of the technology, but because of what was never decided: who owns the data, what it means, and who is accountable when it is wrong.
I help boards and leadership teams establish the governance frameworks that make AI outcomes reliable, auditable, and defensible — before it becomes a crisis.
The Question Boards Are Not Asking
The most consequential data question is not technical — it is semantic. Do your most critical business metrics mean the same thing across your organization? I help you see this as a strategic risk, not an IT problem, and understand what a board-level mandate to fix it actually looks like.
Fluent in Both Languages
Starting as a developer and rising to lead a global practice of 3,000 professionals, I operate across a gap most advisors cannot bridge — deep enough in the architecture to know when an answer is incomplete, senior enough in the boardroom to change what gets decided. I do not need a translator in either room.
Twenty Years. Three Thousand People.
I led enterprise-scale data and AI transformation across plenty of organizations, with full P&L accountability and a team spanning multiple continents. When a program is not delivering what was promised, I have seen the pattern before — and knows exactly where to look.