Executive Coach & Advisor
The decisions that matter most are never just strategic.
The most consequential decisions are not made in boardrooms. They are made in the interior life of the people who sit in them. I work with clients at that intersection — where leadership, personal identity, and the hidden dynamics of organizations meet.
Begin a conversation →Approach
"Most people spend their careers being seen.Very few experience being understood."
I
Most situations arrive as a strategic, legal, or governance challenge. Beneath the surface, there is almost always a human one. I work at the intersection of all of these dimensions — because that is where the real leverage is.
II
Titles carry authority. They also carry expectations, pressures, and patterns that are rarely examined. The most valuable coaching happens when both the client and the coach can work beyond the role.
III
No individual exists in isolation. Leaders shape — and are shaped by — the systems they inhabit. Family, board, organisation: each carries its own invisible rules. Understanding them changes everything.
IV
Changing behaviour without understanding what drives it rarely holds. Our work goes to the source — to the underlying structures that shape how a person leads, decides, and relates.
V
In my work with clients, academic knowledge and practice are applied at the same level. Real understanding of boardrooms, psychological complexity, leadership and international business cannot be derived from theory alone.
VI
The most consequential conversations require complete confidentiality, and utmost candour. Both are the foundation of our work.
Work
Individual
The most important conversations in a leader's career rarely happen inside the organisation.
Leadership transitions & role identity · High-stakes decisions · Relational dynamics & blind spots · Strategic sparring
Collective
What limits a leadership team is almost never what's on the agenda.
Group dynamics & performance · Trust and conflict · Systemic patterns
Governance
Boards fail at the human level long before they fail at the governance level.
Decision-making culture · Board dynamics & interpersonal conflict · Strategic leadership questions
Entrepreneurial Families
In family businesses, the personal and the systemic are never separate.
Succession & generational transition · Identity, role, and belonging · Conflict and its hidden sources
Process
Some conversations need an experienced external presence that makes them possible at all.
Strategic off-sites · High-stakes group processes · Complex organizational transitions
Each engagement is structured around what the situation actually requires.
Enquire →Background
The individuals I work with are typically not short of advisors. What they often lack is a space where strategic clarity and psychological depth are available in the same conversation.
A career in international law and senior corporate leadership — at Baker McKenzie, at Red Bull across 48 countries, at the frontier of AI advisory, and advising boards across Europe — built a particular fluency in strategic complexity, power, and the realities of consequential decisions. That experience is present in every conversation.
A parallel formation in psychotherapy and organisational psychology — at INSEAD and in clinical practice — built a different capacity: to hear what is not being said, to recognise the patterns beneath the surface, and to understand what is actually driving the decisions being made.
Formation
INSEAD Business School
Executive Master in Change & Systems Psychodynamics
Accredited Psychotherapist
Austrian Association for Group Dynamics and Group Therapy
Yale Law School
Master of Laws (LL.M.)
University of Vienna
PhD, Doctor juris
Practice
Board advisory work across Europe
Singularity.Inc · Co-Founder, Human-AI Dynamics
Red Bull · Head of Legal, Europe, Russia & CIS
Baker McKenzie · Attorney — Austria & New York
Deloitte · Consultant, Financial Services
Writing
Contact
+43 664 540 6161