Building the capabilities organizations need for their next stage.
Across founder-led ventures, scale-ups, and board-appointed executive leadership — the same underlying work: helping organizations evolve faster than their circumstances change.
What I do
I help organizations answer the questions that matter for their next stage, then help execute against them:
- What must we become to remain relevant?
- Which capabilities will matter in three to five years?
- Which parts of the business should scale, change, or disappear?
- How should AI change the operating model?
- How do we align people, product, governance, and commercial execution behind that future?
Organizations rarely fail because technology changes. They fail because organizational capability fails to evolve at the same pace.
Markets change. Customers change. Business models change. The organizations that succeed are those that continuously redesign themselves — across product, governance, and commercial execution. That is where I create value.
Azami: founder-led services to product-led platform
At Azami, I led the transition from a founder-led, transactional services business into a more scalable, product-led platform company.
Growth
Improvement
Revenue
- Stabilized the core business through multi-year framework agreements
- Reallocated resources from sales into customer success and product
- Built new product capabilities to serve larger customer segments
- Acquired and integrated a renewals solution into the platform
- Introduced operating structure, ownership, and management layers
- Shifted the company from transactional revenue to recurring models
Technically fluent. Commercially led.
Azami is one chapter. The throughline across all of them: businesses built around complex technical and operational problems — led and grown through commercial and product strategy, not hands-on engineering. Two different kinds of range sit behind that: how far a market could be reached, and how deep a problem could be understood.
- iPeer OS — multi-module data platformDiversified a single-product legal services business into a four-module SaaS platform, each module reaching a market segment the original product structurally couldn't.
- AI-native translation & localization engine (TLE)Directed the product strategy behind an IP-specific translation engine, defending margin against generic AI commoditization.
- Manufacturing joint venture, IndiaBuilt a local production JV to serve one of the world's largest developing energy markets.
- Market entry, BrazilOpened the Brazilian market through a strategic local partnership.
- Enterprise commercial organizations, three companiesBuilt go-to-market and commercial teams across North America, Europe, and Asia.
- Heavy industry & chemical manufacturingDirected engineering-infrastructure programs for major minerals and chemical producers.
- Pharma & biotech quality systemsLed safety-critical quality programs for pharmaceutical and biotech manufacturers.
- Medical technologyDirected specialty programs for hospital-grade respiratory and medical-gas systems.
- Defense optics & semiconductor precisionShaped product strategy for defense-grade optics and ultra-precise semiconductor inspection systems.
- AI-powered legal translationDirected platform strategy for technology preserving legal and technical claim accuracy across jurisdictions.
Two founded businesses (a technology startup at DTU, then BM Engineering, built to exit), senior commercial roles at two additional technology companies (fintech, cybersecurity), and a decade of teaching and researching business strategy and scale-up performance at the graduate level — alongside the Azami transformation.
About me
Technology startup → BM Engineering → Azami Global
Co-founded and led a technology startup at DTU, then founded, scaled, and exited BM Engineering, then led Azami Global's transformation from founder-led services to a multi-product platform.
Sales Engineer → International Bizdev → VP Sales
Built commercial organizations across Atlas Copco, CQM, BlueDot, and Cybeats — from early sales engineering to VP Sales and Board Advisor — spanning industrial technology, fintech, and cybersecurity, across EMEA, North America, and Asia.
Adjunct Lecturer since 2017
A decade of independently designing and teaching entrepreneurship, international business, and scale-up strategy at CoMAS and, from this year, Reichman University — roughly ten full courses, each approved by faculty and Israel's Council for Higher Education (MALAG). Research with a faculty colleague on Israeli tech scale-ups that reached IPO found a "Performer" pattern distinct from venture-fueled "Dreamers" — companies that kept a direct link between financial performance and enterprise value rather than scaling valuation on cash-burn alone. The same research — how scale-ups build the capability to survive their own growth — underpins a book currently in progress. Teaching has sharpened the operating side as much as the operating side sharpens the teaching.