Own the outcome.
Give me the problem, context, and constraints. I’ll figure out what needs to happen, including when I need somebody smarter than me in the room.
Amsterdam · Operator · People leader
I build things that work.
Teams. Systems. Operations. Products. And, more and more, things powered by AI.
I like messy problems, real ownership, smart people, and work that matters enough to care about. I’ve spent the last decade building customer and technical operations inside fast-moving technology companies, usually by turning something informal, overloaded, or underbuilt into something people can actually rely on.
Selected work
I like to show up where something needs to be built.
Everything below is something I actually did. Not a list of things I’m “passionate about,” not job-description filler, and not a clever way of saying I attended the meetings. I can talk at length about what was broken, what I tried, what worked, and what I’d do differently.
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Built Customer Experience from the ground up.
Team, coverage, QA, compliance workflows, phone support, reporting, CSAT, documentation, and the operating system around all of it.
Built a secure AI customer-operations system.
Custom MCP, Zendesk, internal databases, policy guidance, customer research, and human-reviewed responses inside a locked-down Bedrock environment.
Grew from two people to 30+ across three teams.
Customer Support, Customer Success, and Technical Support Engineering while the business grew roughly 10x.
Took a team from AI-anxious to using Claude every day.
Not because I mandated it. Because we made it genuinely useful to their work.
Implemented a tool for a team that wasn’t even mine.
Business case, vendor diligence, negotiation, approvals, implementation, documentation, administration. Apparently I have trouble leaving useful problems alone.
What working with me is like
This is how I actually work.
These aren’t aspirational values I picked because they look nice in six boxes. They’re standards I’ve used with my teams and with myself.
Fix systems, not symptoms.
Why did this happen? Will it happen again? Does the process need to change? Should we document it, measure it, automate it, or tell somebody else?
Credit goes down. Accountability goes up.
I want my team getting the credit for great work. If I approved the decision and something goes sideways, start with me.
Help outside your lane.
Org charts should clarify ownership. They shouldn’t stop useful people from solving obvious problems.
There is, in fact, a person here
I care a lot about who I work with.
The thing I’m proudest of isn’t a metric. It’s that people I’ve led tend to leave better than they arrived: more capable, more confident, and better at working with the people around them.
Outside work I’m usually exploring somewhere, obsessing over coffee, lifting, going to a show, or starting a side project I absolutely did not need to start.
The last category has consumed an unreasonable amount of my free time.
What’s next
Hard problems. Strong teams. Real ownership.
I’m especially interested in customer operations, AI enablement and transformation, technical business operations, and roles where the mandate is closer to “go make this work” than “please stay inside this box.”