Business Operations and Strategy leader with 10+ years across Amazon and HelloFresh. I enter ambiguous, under-instrumented areas and build the review cadences, KPI frameworks, controls, and cross-functional alignment that help teams run predictably and decide faster — across operations, finance, program, and product.
For 10+ years across Amazon and HelloFresh, I've worked in the operating core of large, complex businesses — the place where strategy meets the daily reality of running operations, finance, and programs. My pattern is consistent: I enter areas that are ambiguous and under-instrumented, and I build the mechanisms that make them run — weekly business reviews, KPI architecture, controls, and the cross-functional alignment that turns a tangle of teams into one direction of travel.
At HelloFresh, as Director of Business Operations, I led work spanning payables transformation, contract-compliance recoveries, working-capital improvement, and the interim leadership of a 20+ person, two-continent team supporting $2B+ in annual disbursements. Earlier, building the first data-driven operating framework for a newly consolidated transportation function surfaced a capitalization error worth more than $1M and a domain-agnostic offshoring playbook reused across functions.
At Amazon, I operated across logistics, finance, program, and product — owning Brexit operational readiness across 50+ use cases, and running full-cycle FP&A for a $500M+ cost structure across five European marketplaces. The through-line has always been the same: take something under-instrumented, find the few decisions that matter, and build the mechanism that makes them happen.
Increasingly, that work includes applying practical AI tools where they add leverage — inside the workflow, not as an end in themselves. I hold an MBA from the Tuck School of Business at Dartmouth, and operating experience across the U.S., U.K., Luxembourg, and EU markets.
Roles where the mandate was to make a large, complex business run better — across operations, finance, program, and product.
A representative set of problems I've owned, across finance operations, working capital, transformation, and decision support.
Structured an audit across Procurement, Accounting, Finance, and an external firm, then drove the cross-functional follow-through to convert findings into cash back to the business.
Identified highest-spend vendors, secured CFO and SVP Procurement sponsorship, and aligned Procurement on embedding extended-term and early-pay-discount clauses into negotiations.
Newly consolidated Inbound Transportation had no instrumentation. I built the weekly business review, cost visibility, and savings cadence it ran on — and that mechanism surfaced a capitalization error.
Built the business case that won Senior Management Team approval to pilot offshoring in Finance and Procurement, then codified it into a domain-agnostic playbook reused across functions.
Owned full-cycle FP&A across five European marketplaces, partnering with country and central operations on the cost reductions that delivered annual savings.
Owned Brexit operational readiness across 50+ logistics use cases, building the decision-support mechanism senior leadership used to make calls under regulatory ambiguity.
I treat AI the way I treat any operating tool: useful only where it improves a real decision, control, or workflow. In practice that has meant turning messy operational data into clean controls — for example, building an AI-assisted, SQL-based detection routine inside HelloFresh's payables function to surface duplicate payments and missed credit memos, shifting the work from after-the-fact recovery to proactive prevention.
It's a natural extension of how I've always operated: find the under-instrumented decision, then build the mechanism — increasingly AI-enabled — that makes it faster and more reliable. The judgment comes first; the tooling earns its place by the outcome.
More recently I've spent a focused period building this capability hands-on — prototyping decision-support systems end to end — to understand where practical, enterprise-grade AI genuinely adds leverage in an operating model. It's the same operator's question, applied to a newer tool.
I'm focused on senior operating roles — Director / Senior Director of Strategy & Operations, Business Operations, and Chief of Staff. I also advise teams on operational transformation and AI-enabled workflows. If you're building the mechanisms that make a complex business run, I'd welcome the conversation.