Promise
What the customer believes will happen
Mobility, EV, logistics + real-world operations
When execution leaves the screen.
A plan behaves differently when it meets vehicles, locations, field teams, partners, insurance, regulation, infrastructure, and customers who do not follow the process map.
I help companies build operating models that work in the physical world, not only in the strategy deck.
THIS MAY LOOK FAMILIAR
The idea is good. The operation keeps finding the exceptions.
Real-world complexity rarely stays inside one department or one system.
01
The digital journey promises something the physical operation cannot deliver consistently
02
External partners carry part of the customer experience but have different incentives
03
A market launch depends on regulation, insurance, infrastructure, or local operating reality
04
Fleet or delivery growth is amplifying exceptions, errors, and cost
05
Customer, operational, and financial data live in different systems
06
The business model works at 30,000 feet and breaks at the handoffs
ONE CONNECTED SYSTEM
No part has to fail for the whole experience to break.
Each participant can perform its piece correctly while the end-to-end outcome still falls apart.
Model
How the economics and risk are meant to work
Operation
What people, assets, and systems can deliver
Partners
Who else must choose the same outcome
Evidence
What reality says once it is live
The work is in the connections. That is where incentives, ownership, information, and risk tend to change hands.
WHERE THIS EXPERIENCE IS USEFUL
Complex operations. Different versions of the same problem.
I am not limited to one industry. I am especially useful where technology and real-world delivery depend on each other, or where the outcome has to move through a distributed partner, franchise, dealer, or location network.
Mobility + automotive
Subscription, rental, shared mobility, retail networks, fleets, and new customer models.
EV + energy
Charging, infrastructure, adoption, partner ecosystems, and the operating reality around new technology.
Logistics + last mile
Delivery models, fleets, field operations, throughput, service reliability, and unit economics.
Launches + expansion
New markets, locations, operating models, partner alignment, risk, and the first live version.
Partner + franchise networks
Dealers, franchisees, independent operators, marketplaces, vendors, insurers, regulators, and shared customer outcomes.
Physical + digital CX
Journeys where software, people, assets, service, and local execution need to feel like one system.
HOW I HELP
Build the model. Run the first version. Learn from what reality does.
I can work from the business model all the way through to the frontline handoff.
That might mean shaping the strategy, building the operating model, aligning the partners, designing the workflows, clarifying the risk, leading the launch, or rebuilding the system once growth reveals what the plan missed.
- Pressure-test customer demand, economics, capacity, and risk together
- Align internal functions and external partners around one outcome
- Turn the model into ownership, workflows, measures, and decisions
- Build the lightest version that can operate safely and consistently
- Use live data and frontline behaviour to improve the system
- Create a playbook that can expand without pretending every market is the same
CORPORATE + STARTUP
Discipline where it matters. Pragmatism everywhere else.
Porsche taught me how ideas move through a large organization and independently owned dealer network. Startup operations taught me what happens when the road is being built while you are already driving on it.
I bring both. Enough structure for risk, ownership, and repeatability. Enough flexibility to build with incomplete information and adjust quickly when the evidence changes.
Ops is ops in one important sense: the industry changes, but the work still has to move through people, decisions, incentives, handoffs, systems, and evidence. I learn the specific context. I bring patterns that transfer.
RELEVANT WORK
From launch to scale to rebuilding around risk.
Three operating environments where the answer had to work beyond the screen.
Mobility + Corporate venture
Launching a mobility business from 0→1
A vehicle subscription initiative had stalled across insurance, dealer risk, fleet planning, and fragmented ownership.
1 month
Launch in one month, first-year profitability, and national expansion
Read case studyStartup operations + Fleet
Building an operating foundation for scale
Processes lived in people’s heads and every new vehicle amplified the exceptions, errors, and cost.
2× fleet
Fleet doubled in under nine months with utilization above 80%
Read case studyMarketplace + Insurance risk
Rebuilding an operating foundation around risk
An insurance cancellation exposed gaps across verification, claims, decision-making, and partner management.
Risk ↓
Insurance stabilized, incidents declined, and a scalable operating model was established
Read case studyQUESTIONS LEADERS ASK
Before the plan meets the road.
Do you only work with mobility, automotive, EV, and logistics companies?
No. These are areas where my experience is particularly useful. The broader pattern is a business where the customer promise depends on physical assets, field operations, locations, partners, regulation, or a digital and physical journey working together.
When should we bring in an operations strategy partner?
Useful moments include designing a new operating model, preparing a market launch, scaling a fleet or delivery operation, fixing unreliable handoffs, aligning a partner network, or responding when risk exposes weaknesses in the current system.
Can you help before launch as well as after operations are live?
Yes. Before launch, I can pressure-test the model, align partners, map risk, and build the first operating version. After launch, I can use live evidence to improve the workflows, ownership, measures, and economics.
Do you work with corporate teams and startups?
Yes. Corporate teams often need help moving through complex stakeholder and partner environments. Startups need a pragmatic first version that can operate with limited resources. I bring the discipline and pattern recognition of corporate work without importing unnecessary weight into the startup.
Does this experience transfer to franchise and multi-location businesses?
Yes. I have worked through independently owned dealer and partner networks where head office cannot simply instruct every part of the system. Franchise, dealer, channel, marketplace, and multi-location models share many of the same operating questions: incentives, standards, local flexibility, information flow, accountability, and one customer promise delivered by several parties.
The operation is usually telling you what the plan missed.