Building Innovation Systems in Global Companies

I work in innovation roles in regulated industries, mostly medtech and pharma, at companies like Gerresheimer and Invacare. My background is in design, but the job is turning ambiguous questions into work leaders can decide on: shaped, stress-tested, and built to survive regulatory and commercial review. This site is a collection of the roles and projects that shaped how I work.

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About me

I work on innovation and change topics that are uncertain, cross-functional, and hard to place neatly in existing structures.

I help teams turn ambiguous questions into concrete initiatives, test assumptions early, and create enough clarity for work to move forward without waiting for perfect certainty.

Much of the work happens between functions and levels of the organisation. I translate between creative, technical, and commercial perspectives so leadership can make informed trade-offs earlier, rather than later when options are already constrained.

The goal is not speed for its own sake, but progress that is deliberate, aligned, and hard to quietly deprioritise.

Innovation is not about ideas. It's about getting to decisions.

When to call me

I work best in the area of innovation and transformation. My experience is from inside regulated industries and complex global organisations. These are the situations I'm built for:

You've been handed an innovation or transformation mandate that sounds important, but nobody can tell you what done looks like.

I help you turn it into something you can actually start.

A strategic initiative has stalled, and the reasons people give you don't explain it.

The plan is fine, the team is competent, it still isn't moving. I find the real blocker, which is rarely the stated one.

You need senior innovation leadership for a few days a week or a few months, not a hire and not an agency.

Interim or fractional. Someone who works at leadership level from day one and leaves behind structure, not slides.

What this looks like in practise

Engagements range from a four-hour keynote to a multi-week sprint, but the job is the same: get a group of smart people from talking about innovation to doing it.