Some people describe their career through titles. I prefer to describe mine through questions.
Because when I look back, I see that the work I do has changed. But the questions I have followed never did…
This is what I was curious about when I started working in 1996, too. It is still the same today.
Why some companies grow while others stand still
Why similar products are valued differently
Why some brands compete on price while others compete on trust
Over the years I have worked across different industries.
In many countries across Europe I have sat at the same table with manufacturers, purchasing teams and company owners.
But the turning point of all these experiences was not in a meeting… It began in a book.
In 2019 I read “Nudge” by Richard Thaler and Cass Sunstein.
That book taught me to look at how people and companies decide with completely different eyes.
And most importantly; that people do not always make entirely rational decisions.
Perhaps that is why I decided to do a PhD. Not to learn marketing better. To understand why people and companies decide the way they do.
As I continue my doctoral work today, I am still after the same question.
Because to me, good strategy comes not only from understanding the market, but from understanding decision-making behavior.
All my life I have tried to widen my comfort zone.
None of it was easy. But it taught me something important.
When the right questions are asked, even paths that look unfamiliar become clear in time.
At 48 I moved to a new country
I built a life from scratch in Spain
I learned a new language
I built a new professional network
Uncertainty can be managed.
My consulting approach today draws on exactly these experiences.
I do not offer ready-made solutions. Because every company's story is different.
I listen first
I ask questions
We test the assumptions together
Sometimes we see that behind a request for market research there is really a positioning problem
Sometimes that what we took for a sales problem is really about customer selection
And sometimes that companies need not new ideas, but an independent perspective able to look at the current picture from the outside
This is exactly where I see myself.
I am a thinking partner who first makes the right questions visible, so that companies can reach better decisions.
I work with companies that would rather not leave growth decisions to chance.
Companies meet similar strategic questions at certain points. I shape my work around what a company needs while it is changing, growing or restructuring.
Manufacturers & Internationalizing Companies
I advise manufacturing companies that aim to enter new markets, develop their export network or strengthen their commercial structure — on market assessment, entry strategy and business development.
The aim is not only to find new customers, but to build a sustainable model for international growth.
Family Businesses & Management Teams
I provide strategic support to family businesses going through institutionalization, generational transition or sustainable growth, and offer management teams an independent assessment and an analytical perspective ahead of critical decisions.
I focus on building decision processes that prepare for the future while preserving the existing structure.
Ventures & Repositioning Brands
I work with ventures developing a new business model or preparing to enter the market, and with brands that want to redefine their competitive advantage and strengthen their value proposition.
I believe that defining the right customer and the right positioning matters as much as developing a product.
The most productive work happens with management teams that are open to thinking, questioning and weighing alternatives together — not with those simply waiting for a report.
I assess every company within its own dynamics, goals and competitive conditions, and focus on developing strategies that are workable and sustainable.