What I Do
Four Areas of Focus
Every engagement is hands-on. I don't send a junior team — I show up & I stay involved
Senior representation, technology communication and business development at global technical exhibitions.
Trade shows are where industrial relationships are built, technologies are positioned, and deals are initiated — but only if you show up right. I represent companies at international technical exhibitions with the seniority, industry fluency, and commercial focus that turns floor presence into real business outcomes. From SEMICON to Hannover Messe, I know the ecosystems, the players, and how to make every conversation count.
Typical clients
High-tech and industrial companies seeking experienced, senior representation at global trade shows without deploying internal headcount
- Pre-show strategy: target account mapping, meeting scheduling, messaging alignment
- Live floor representation: senior stakeholder engagement and technology communication
- Competitive intelligence gathering and ecosystem observation
- Lead qualification and structured post-show follow-through
- Reporting and pipeline integration after each event
Guiding outsourcing decisions that hold — operationally, not just on paper.
I've been on both sides of outsourcing deals — as the provider developing the offer, and as the advisor guiding the client through the decision. Most outsourcing failures aren't strategic — they're operational. The interface between what was agreed and what gets delivered is where things break. I help close that gap.
Typical clients
Manufacturing companies evaluating outsourcing, industrial service providers pursuing new contracts
- Outsourcing readiness assessment and business case development
- Provider market analysis and structured vendor selection
- Contract and governance framework design
- Transition management and operational handover planning
- Post-transition performance monitoring and relationship management
Building market presence in new geographies — from zero to first clients.
I've done this twice: building Leadec's semiconductor business in Europe from scratch, and setting up new business North American — including legal, operational, and organizational foundations. Market entry isn't a marketing exercise. It's about understanding the ecosystem, finding the right partners, and earning the first contracts through credibility and persistence.
Typical clients
High-tech and industrial companies expanding into Europe or North America, associations supporting member internationalization
- Market attractiveness analysis and entry strategy
- Ecosystem mapping: key players, associations, procurement structures
- Partner identification and channel development
- Go-to-market planning and first-client acquisition support
- Organizational and legal setup for new market entities
Stepping in where standard project management breaks down.
I've led task forces, managed operational escalations with 60+ people on the ground, and recovered projects that were stalled between organizations. The pattern is always the same: the problem isn't technical — it's structural. Responsibilities are unclear, stakeholders are misaligned, and nobody owns the interface. I step in, clarify the structure, and drive it to resolution.
Typical clients
Companies managing complex multi-party projects, organizations in transition with external dependencies
- Interim project leadership for cross-organizational initiatives
- Stakeholder alignment and escalation management
- Interface definition and responsibility matrix design
- Recovery management for stalled or at-risk projects
- Post-project review and organizational learning