TID (CxO services and business consulting)

With over 20 years in tech and leadership roles, I've held more than 10 fractional CxO and managerial positions to date. My extensive experience in software development, engineering/product management, and executive leadership has equipped me with a deep understanding of the operational and technical complexities in SaaS companies.

Expert in SaaS Operations: Profound understanding of managing operational and technical aspects within SaaS companies.

Strategic Planning & Execution: Proven ability to develop and implement effective strategies for business growth and operational efficiency.

Change Management Specialist: Skilled in guiding organizations through significant changes and transformations, including AI adoption and scaling efforts.

Global Team Leadership: Successful track record in leading and managing diverse, multicultural, and remote teams.

Talent Acquisition & Team Development: Proficient in hiring top talent and making critical staffing decisions to ensure optimal team composition and performance.

Operational Optimization: Expertise in improving operational processes to enhance efficiency and productivity.

Technology Integration: Strong background in integrating systems and technology to improve business operations and customer experiences.

Mentorship & Coaching: Passionate about mentoring and advising founders and leaders to help them achieve their objectives.

Revenue & Client Relationship Management: Experience in managing recurring revenue streams and building strong client relationships.

Outsourcing Management Expertise: Skilled in overseeing and optimizing outsourced operations, ensuring seamless integration and enhanced efficiency.

CxO | Change-Scaling-Transformation | RevOps-GTM | Building Remote Teams

Voice AI Space .com

Advisor

Pandatron

Investor - Advisor - Mentor

The Maverick Group Inc.

Vertica GP

Partner

BetterLogiq

Providing strategic guidance on demand forecasting and data-driven decision-making to optimize operational performance and profitability.
Offering insights on product strategy and go-to-market execution to drive growth for BetterLogiq.

Advisory Board Member

ALAS doo

Provide Strategic Oversight: Guide sustainable growth and market expansion through informed decision-making and a focus on long-term objectives.

Enhance Service Delivery: Recommend tailored technology adoption and best practices to improve competitiveness and operational excellence.

Ensure Governance and Compliance: Promote trust and transparency by aligning with industry regulations and corporate governance standards.

Mitigate Operational Risks: Identify potential challenges and develop strategies to safeguard the company’s stability and success.

Monitor Performance: Evaluate the success of initiatives, offering insights to refine strategies and achieve optimal results.

Mentor Leadership Teams: Build capacity within senior management and technical teams, fostering innovation and accountability.

Implement Scalable Frameworks: Facilitate the development of workflows and systems that support global growth and operational efficiency.

Align with Industry Trends: Identify and capitalize on emerging opportunities to unlock new revenue streams and competitive advantages.

Non Executive Board Member

Develop and Execute Growth Strategies: Designed and implemented customized business plans that enabled the scaling of operations from 2 to 60 employees, driving sustainable growth and market competitiveness.

Build High-Performing Teams: Recruited, mentored, and retained top talent, fostering a culture of collaboration, accountability, and innovation to support rapid scaling.

Implement Operational Frameworks: Created scalable workflows, processes, and structures to handle the complexities of a growing organization while maintaining efficiency and agility.

Drive Revenue Growth: Identified and capitalized on new market opportunities, contributing to significant revenue increases aligned with organizational growth.

Enhance Cross-Functional Collaboration: Established clear communication channels and processes to align teams across departments, enabling seamless coordination and productivity.

Introduce Data-Driven Decision Making: Developed and tracked KPIs to monitor performance, drive continuous improvement, and ensure alignment with strategic objectives.

Lead Digital Transformation: Spearheaded the adoption of advanced tools and technologies to optimize productivity and enhance service delivery.

Strengthen Client Relationships: Built strong client partnerships, ensuring delivery excellence and driving repeat business and referrals.

Ensure Financial Stability: Managed budgets, resource allocation, and financial planning to support operational scaling while maximizing ROI.

Support Leadership Development: Fostered the growth of new leaders within the organization, creating a robust leadership pipeline to sustain long-term success.

WeDoQA

BARRETT VENTURES LTD

Advising on operational strategy and IT infrastructure for a private equity firm focused on optimizing portfolio performance and increasing shareholder value.
Providing expertise in product operations and growth strategies to enhance business outcomes for portfolio companies.

Board Member

Kenobi Capital

Supporting founders with strategic advisory services, helping them navigate successful exits and ensuring long-term business success.
Offering expertise in scaling operations and optimizing processes for portfolio companies.

I've dedicated my career to leading international teams with a remote-first approach. Starting as a software developer, I built a strong technical foundation that, combined with executive leadership, enables me to foster cross-functional collaboration across engineering, sales, marketing, and customer success teams. With over 20 years in the IT/SaaS industry, I've learned how to effectively manage remote teams and navigate the complexities of a global workforce.

I focus on building strong teams, strategic planning, and continuous improvement. My goal is to guide teams and companies toward growth through clear communication and effective execution. I strive to be approachable and pragmatic, aiming for real results while fostering a collaborative work environment.

Career Highlights:

Held over 10 fractional CxO and managerial/lead positions.

As COO, led a B2C SaaS company with 10 million trials and 60,000 paying customers that achieved a successful exit.

Oversaw a complex, tech-heavy handover of a B2C SaaS company, ensuring a smooth transition and continued growth under new ownership.

Transformed a 30-person EU company into a fully remote operation, leveraging nearshore outsourcing to enhance efficiency, agility, and reduce operational costs.

Scaled an IT agency from 2 to 60 staff, mastering team building and operational scalability, and consulted for two others to achieve similar growth.

Hands on hired over 100 people 

Consulted for high-potential startups & agencies, helping them achieve operational excellence in preparation for scaling. My approach combines innovation with strategic growth techniques, paving the way from concept to market leadership.


When I'm not steering tech teams, you'll find me riding down mountain bike tracks, enjoying stand-up paddle boarding, or experimenting in the kitchen. For more of my adventures, feel free to check out my Instagram.

Last weekend we went from mountain peaks to mine shafts - literally.


From dizzying heights above Mežica, Slovenia, we rode down into the depths of the old Mežica mine to take on the black trail - a 150-meter descent inside the mountain.

It’s a surreal shift: sunlight, air, and freedom… replaced by darkness, echoes, and focus.
And yet, that contrast is what makes it unforgettable.

Riding in places where your headlight is the only thing cutting through the dark forces you to be fully present.

No notifications, no noise - just trust, coordination, and flow.|

Sometimes you don’t need to “unplug” - you just need to go somewhere where disconnection is built in.

Tibor Dudjik

A great COO is T-shaped - wide enough to understand and lead strategy, finance, product, and people, but deep enough in one/two domains to drive real change. 

That depth is what turns coordination into execution.

Horizontally - they span the whole business:
 strategy, finance, product, operations, people, and marketing.
 They connect dots between teams, priorities, and numbers.

Vertically - they go deep in one discipline that grounds their thinking.
    For some it’s finance and P&L modeling.
    For others it’s product, data, or process design.

That depth gives the COO leverage.
     It’s how they translate a board’s strategic vision into numbers, systems,  
     and  outcomes that actually work.

The best COOs complement their CEOs by going deep where the CEO doesn’t. If the CEO is vision and growth, the COO is structure and scale.
Together they form a complete operating axis - one sets direction, the 
other builds the engine to get there.

Mine sits at the intersection of tech and operations - but it’s inseparable from understanding P&L, unit economics, and how to build scalable teams that support profitable growth.

A T-shaped COO doesn’t just manage - they architect the operating model that lets every other function move faster.

Everyone says “we need better processes.”

but most companies don’t actually have a process problem - they have a consistency and ownership problem.

A great process doesn’t work if no one owns it.
And when everyone owns it, no one really does.

Here’s what I’ve seen as a Fractional COO:

Processes fail not because they’re wrong - but because there’s no single person accountable for outcomes.

When ownership is vague, performance is optional.

The best-run teams make ownership visible.
Every recurring task, KPI, and workflow has a name attached - not a team, not a department, a person.

Ownership isn’t about blame. It’s about clarity.
It empowers people to act, to improve, and to care.

Processes bring order.
Ownership brings results.

Why are PE firms and SaaS founders turning to Fractional COOs?

The answer is simple: expertise without the overhead.

A growth-stage SaaS company needs C-level operational strategy, but often can't justify the high salary and equity package of a full-time COO.

They're stuck in the "messy middle" - too big for the founder to handle all operations, but too small for a full-time C-suite hire.
This is the gap a Fractional COO fills.

We bring the experience of scaling companies, preparing for exits, and optimizing processes, but on a flexible basis that aligns with your current needs and budget. It's about getting the right strategic horsepower, at the right time.

You get: 

🔹 A clear roadmap for scalable growth. 
🔹 Optimized processes that improve efficiency and margins. 
🔹 An experienced leader to mentor your team and drive execution.

It's not just a temp role; it's a strategic partnership focused on one thing: building sustainable value.

Everyone’s using AI to write offers. I use it to read them - through my client’s eyes.

AI is my co-pilot for offer creation -  but also my toughest reviewer.
I use it to brainstorm structure, pricing tiers, and messaging for a new client offer.
 But once it’s done, I flip the script.

I feed the AI all the details about the company I’m sending it to - size, stage, pain points, goals - and then ask it to be them.

 “Read this like you’re the CEO/founder of X. What stands out? What’s confusing? What would make you hesitate to reply? Would you accept?”

The results are always eye-opening.
 Sometimes it validates my intuition.
 Other times it surfaces blind spots I completely missed - tone, positioning, or perceived value.

We all know everyone’s using AI to create faster.
 But the real edge is using it to see through the eyes of the person on the other side.

Because the best offers aren’t written - they’re understood.

Being a C-Level or VP at an enterprise doesn’t automatically make you startup-ready.

I often see two scenarios in the startup world:
 1️⃣ Founders hiring a VP or C-level exec from an enterprise.
 2️⃣ Or that same exec deciding to become a founder themselves.

In both cases, the assumption is the same - if they made it to the top in enterprise, they’ll crush it in startup land.
 But that’s not always true.

Enterprise and startup worlds run on different operating systems.
 In enterprises, you have processes, departments, backup, and predictability.
 In startups, you have speed, chaos, ambiguity, and usually… not enough of anything.

Climbing the ladder inside one company teaches you how to operate within a system - not necessarily how to build one from scratch.
 It’s a different kind of muscle.

That said - I’ve seen people pivot beautifully from enterprise to startup.
 But it takes humility, self-awareness, and a willingness to unlearn comfort.

Being a C/VP in enterprise isn’t a guaranteed success in a startup.
 It’s just a new beginning - one that tests how adaptable you really are.

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