I’ve been doing project work long enough to recognize the difference between motion and progress. I’ve worked across sectors, across borders, and across more frameworks than I care to name. What hasn’t changed is this: when things go wrong, it’s usually not because of the method. It’s because no one is saying what they see.
I’ve stepped into failing projects at international organisations, federal agencies, banks, railway operators, and telecom providers. I’ve come in as the third or fourth project manager. I’ve restarted programs that were “on track” but going nowhere. I’ve taken delivery teams off autopilot and restored direction. I’ve handled upgrades, system migrations, emergency management software, compensation schemes, public tenders, and transformation projects with high public visibility.
But my skill doesn’t come from doing a lot. It comes from seeing clearly, especially when the official version of the story no longer matches reality.
That clarity is linked to how my mind works. I don’t start by making noise or showing activity. I start by understanding where I am and what change would actually mean. I don’t go in blind, and I don’t fix what I haven’t mapped. Once I have a mental model, I move fast and direct.
I work best when a project is too quiet. When it’s stuck. When it needs clarity more than optimism. I don’t come with a playbook. I come to look, ask, surface, and fix. And then I leave before I become part of the noise.
I live in Bern, speak Dutch, German, and English, and have worked across Switzerland and the wider European field for over two decades. When I’m not untangling projects, I’m usually reading, writing, or working on side projects that combine systems thinking with just enough risk to be interesting.