Years across B2B SaaS, transformation, data and AI
Brussels · Belgium
Strategy · Functional analysis · Systems design
I make complex change executable.
I work where leadership intent, operational reality and technology meet. I turn unclear priorities into aligned decisions, testable requirements and systems teams can actually run.
Functional analysisTransformationAI-enabled systemsDirector-level ownership
EXECUTIVE → OPERATIONAL
PROBLEM → REQUIREMENT → DELIVERY
ARR growth helped deliver at Novable
Technology, data and financial oversight
Professional profile
Useful when the problem matters and the operating model is not yet clear.
I am most useful before a solution is obvious and after the first neat diagram meets the organisation. The work combines the discipline of a functional analyst, the systems view of an architect and the ownership expected from a director.
Analyse the real problem
Separate symptoms, requested features and organisational assumptions from the process, information and decisions that actually need to change.
- Stakeholder discovery
- Root-cause analysis
- Current-state maps
Define the system
Turn the chosen direction into explicit workflows, roles, rules, data, controls and requirements that a team can review and build.
- Operating models
- Functional requirements
- Business rules and controls
Lead through delivery
Keep executives, users and technical contributors aligned through implementation, validation and the trade-offs that surface in reality.
- Decision framing
- Implementation support
- UAT and iteration
Working with me
Exploratory first, decisive when needed, analytical when the stakes demand it.
Across different roles, the recurring pattern starts with exploration and connection, backed by direct challenge and a developed analytical counterweight. Once a direction is chosen, ownership and execution become more prominent.
Clarity before build
I surface the decision hiding behind the request, reducing the risk of doing expensive work on the wrong problem.
One coherent system
I connect strategy, workflow, roles, data, controls and technology so change survives the hand-offs between functions.
Productive challenge
I test assumptions directly, distinguish evidence from preference and change course when the facts warrant it.
Ownership through delivery
I stay involved when the clean model meets operational reality. That includes implementation, testing, trade-offs and iteration.
Core working energies
How strongly each energy tends to show up.
Relative preference emphasis
The portion above the neutral midpoint, normalised to show where preference is strongest.
Yellow38%
Explore and connect
Red31%
Decide and drive
Blue19%
Analyse and verify
Green12%
Listen and involve
Yellow + BlueOpen possibilities, then interrogate them.
Yellow + RedTurn ideas into direction and action.
Red + BluePush for a decision that can survive scrutiny.
Green in supportBring people into the change without preserving consensus for its own sake.
What drives the work
I do my strongest work when the problem has weight.
01
Consequential ambiguityProblems where a better decision materially changes the outcome.
02
Autonomy with accountabilityRoom to investigate and choose, paired with ownership of the result.
03
Intelligent disagreementPeople who bring evidence, expertise and a willingness to challenge the premise.
04
Learning through buildingNew domains and systems that become clearer through testing and use.
05
Visible improvementProof that the work changes how people decide, operate or deliver.
Context changes the balance
The same profile comes forward differently during discovery and ownership.
Opening the problem
More exploratory and participative, with analysis used to test what the problem really is.
33%15%29%23%
Owning the outcome
More decisive and exacting, with the strongest weight on direction, evidence and system integrity.
23%32%30%15%
YellowRedBlueGreen
Track record
Evidence before adjectives.
Three different environments show the same pattern: clarify the problem, define the system and stay accountable to the outcome.
01
5× ARR growthB2B SaaS · Growth systems · Product requirements
Novable
Made growth more repeatable without disconnecting it from customer and product reality.
Executive committee · Commercial growth and strategy
Situation
An AI scale-up moving from early traction toward a repeatable SaaS model, with executive priorities, customer feedback, product requests and commercial targets competing for attention.
System defined
Translated CEO priorities and market evidence into pricing, packaging, sales process, CRM discipline, dashboards, OKRs and product input. In one customer case, interviews showed that a requested overhaul of product logic was actually a missing workflow step; the requirement was narrowed to a focused list-building capability.
Result
Contributed to growth from €200K to more than €1M ARR while improving the quality of commercial, product and prioritisation decisions.
02
Director-level ownershipData governance · Research systems · Digital transformation
AHDRC
Built the governance around cultural data, research and public access.
Director, IT and Financial Oversight
Situation
A cultural research organisation working with records from different sources, standards and levels of certainty, where data quality, research decisions and the public website must reinforce one another.
System defined
Set priorities across data cleaning and reconciliation, canonical cultural authority work, geospatial pipelines, research workflows, AI-assisted projects and a complete website and information-architecture overhaul.
Result
Moving disconnected records and repeated correction toward cleaner data, traceable decisions, reusable research workflows and a stronger public interface.
03
End-to-end system modelSystems architecture · Governed workflows · AI boundaries
OBAM
Defined a governed product model for a multi-party claims process.
Systems architecture · Requirements and delivery
Situation
A product in which internal teams and external parties create, review, validate, publish and periodically revalidate organisational claims and supporting evidence.
System defined
Defined user roles, permissions, lifecycle states, approval and clarification paths, evidence requirements, audit history, expiry and revalidation rules, public verification and the boundary between automation and human judgement.
Result
An ambiguous process becomes a traceable operating system in which responsibilities, decisions and evidence remain visible throughout the lifecycle.
Career context
Commercial, technical and organisational responsibility.
The case studies show depth. The chronology shows that the same business and technology bridge has persisted across different kinds of responsibility.
Novable
Executive committee · Commercial growth and strategyB2B SaaS growth, GTM, pricing, sales operations, customer insight and product requirements.
OBAM
Systems architecture · Requirements and deliveryGoverned workflows, business rules, role models, lifecycle states and AI-enabled implementation decisions.
AHDRC
Director, IT and Financial OversightData governance, research systems, AI projects, digital transformation and organisational oversight.
Approach
A clear line from ambiguity to operational reality.
The work is iterative, but the accountability is simple: each decision should remain traceable to the need, the rule and the outcome.
Analyse
What is actually happening?People, process, information, incentives, constraints and root causes.
Align
What must be decided?Shared definitions, trade-offs, scope, ownership and success criteria.
Define
What exactly should change?Future-state workflows, rules, requirements, acceptance and traceability.
Deliver
Does it work in reality?Implementation support, UAT, governance, feedback and iteration.
IntentEvidenceDecisionRequirementValidationOutcome
What I can own
Requirements only matter when the operating model works.
The useful unit of work is usually a connected slice of strategy, process, information, technology and governance, not a document handed from one function to another.
Direction and operating model
- Strategic priorities
- Governance and ownership
- Decision criteria
- Metrics and follow-up
Functional analysis
- Process and data mapping
- Requirements engineering
- Business rules
- Acceptance criteria
Systems design
- Roles and permissions
- Lifecycle states
- Controls and auditability
- AI and human boundaries
Delivery leadership
- Cross-functional alignment
- Implementation support
- Testing and validation
- Operational iteration
Contact
Bring the problem before the solution hardens.
I am best matched with roles where business and technology meet, the problem is consequential and the remit includes both shaping the direction and helping make it work.