People thrive. Teams deliver.
I'm ready for a new chapter — a senior People & Team role where HR is a strategic business partner, not a support function. Head of People, Head of Talent Development, Chief of Staff, or Internal Coach. In a company that takes people & culture seriously.
LinkedIn →Sound like any of these?
- Great engineers who need to grow into leaders.
- Communication that flows, but not smoothly.
- Sitting on data but still doing eNPS to „measure success".
- AI agents joining your teams but nobody thinking about the human + machine skillset.
I take care of your people, teams, and the processes around them — so they're aligned, skilled and motivated. I know what business needs, I understand tech people, and I build the people strategy and culture to make it work.
The skill: People & Tech professional
People and leadership professional with 20+ years at the intersection of technology and business. Combining executive experience, tech background, formal psychotherapy training, coaching and hands-on L&D design to build and execute people strategies that drive business outcomes.
1) What is different: I come from tech. I built and sold an IT consultancy and I still write code. I speak the same language as your engineers and I've run the hiring, onboarding a development cycles for them. My background makes me a data geek – I look for patterns and I design metrics that actually tell you something.
2) I think about what HR needs to become, not what it has been . AI-assisted onboarding instead of slide decks. People analytics from real signals, not annual surveys. And as AI agents join teams alongside humans, HR meets NHR – „non-human resources". Someone should own the skill map for both.
3) My psychotherapy and coaching trainings aren't just lines on a CV. The humanistic aspect and people care are something I live. And I love to combine it with my drive for systems and hard-skills.
How I think: OKR: Deliver value, not activities → · People & Culture & Data → · Lean Strategy Operating System →
Most recent achievement: SALTEK
Led the transformation of SALTEK, a 150+ person hi-tech manufacturer, from a founder-driven company into a team-led organization. Co-designed the new org structure, personally hired the strategic managers, redesigned the recruiting pipeline, built the L&D program, and drove alignment through OKRs.
The result: a diverse leadership team that owned the strategy and delivered on it, low turnover through the transition years despite major organizational change, and an employer brand I shaped strong enough that qualified candidates started reaching out to us. Won 3rd place in national Company of the Year.
