Vienna, Austria · DACH & EMEA
I built a company from a customer need to a seven-figure investment and an exit. Today I lead a team of solution architects for global accounts at Broadcom. What connects the two: I have always been the person who turns technology into something a business actually wants to buy. I am also a certified coach — which is why the people I lead tend to stop needing me.
Profile
01
I started in industrial product management at Waagner Biro, running international projects worth up to €5 million and training customers in Morocco, Thailand and the Democratic Republic of the Congo. That is where I learned the lesson everything else is built on: a good product and a good business are not the same thing.
02
I built BLINOS from an unmet customer need into a company — value proposition design, a seven-figure investment from the market leader, the entire value chain, a webshop with an AI-based configurator, and finally an exit. In parallel I won Austria’s largest business plan competition and spent three years teaching engineering students how to build a business around what they invent.
03
Seven years at VMware and Broadcom. I took VMware Cloud Foundation in CEMEA from a successful niche product to the region’s default hybrid-cloud platform, carried global accounts commercially and technically, and today lead the pre-sales team for global accounts in DACH.
How I lead
Every person on my team already has what they need to succeed. My job is to help them see it — and to clear away everything else.
Certified coach
That sentence is not a management slogan. I trained and certified as a coach, and it changed the job: fewer instructions, better questions, and a team that solves things without me in the room. It is the single most useful qualification I have for leading people — and the one most managers claim without having done the work.
Not sales support. A team with its own standards, serving the customer and the sales organisation with equal seriousness.
A roadmap is only worth writing if someone can point at the return twelve months later. I plan backwards from that.
The accounts I have carried longest are the ones where I said no at least once. Trust compounds; pressure does not.
Selected impact
I positioned VMware Cloud Foundation across Central Europe, the Middle East and Africa — from a well-regarded niche offering to the platform customers chose by default for hybrid cloud. I owned the messaging with EMEA leadership, coordinated customers, partners and internal stakeholders, and built the enablement that made it stick. When the platform was ready for scale, I moved sales ownership out of the specialist organisation into core sales without losing momentum.
I found a need the market had not answered, designed the value proposition around it, and convinced the market leader to invest a seven-figure sum. I built the full value chain with digitalisation at its centre, including a webshop with an AI-based configurator. Once the product held its position in the market, I exited — on my own terms.
As Regional Technical Officer I led the virtual technical team for one of the company’s largest global clients, across the whole engagement — from the first conversation to execution on site. I then carried the same relationship commercially as Global Account Director, growing it through solutions built for that customer rather than sold to them.
Three years lecturing in business creation: Business Model Canvas, Blue Ocean Strategy and Lean Startup, applied by engineering students to their own technology. Teaching it every week is the reason I can explain a business case to a board in five minutes.
Where I add the most value
Building the technical organisation that sits between the customer and the product, and holding it to its own standard. I have done this as an individual contributor on the largest accounts and as the manager of the people who do it — which means I know exactly what I am asking of them. Coaching training is what lets me develop senior specialists rather than manage them.
General management for Austria and DACH. I have carried commercial responsibility for global accounts, built a company’s entire value chain myself, and worked with boards and managing directors from the outside as a consultant — few people have seen a P&L from all three sides, and it shows in how I plan one.
Career
2024–now
Broadcom · Vienna
Leading a team of solution architects for global accounts; building private cloud roadmaps around value realisation and ROI.
2024
VMware by Broadcom · Munich / Vienna
Commercial ownership of global key clients; revenue growth through cross-functional, tailored solution work.
2023–2024
VMware by Broadcom · Munich / Vienna
Led the virtual technical team for one of the largest global clients, from prospecting through to execution on site.
2022–2023
VMware · Munich / Vienna
Anticipating clients’ IT needs across their industries and building solutions with business-relevant outcomes.
2021–2022
VMware Tanzu
Application modernisation initiatives led from first contact to implementation, measured on customer outcomes.
2021
VMware
Moved sales ownership of the platform from the specialist organisation into core sales — plays, commercials and technical coordination.
2018–2021
VMware
Established VCF as the region’s default hybrid-cloud platform; messaging with EMEA leadership, enablement, and the link to headquarters in Palo Alto.
2017–2018
RentYourStartup · Vienna
Bringing startup methods into established companies, working directly with boards, CEOs and managing directors.
2015–2018
Fachhochschule Wiener Neustadt
Business Model Canvas, Blue Ocean Strategy and Lean Startup, taught hands-on to engineering students.
2012–2018
BLINOS · Wiener Neustadt
Built the company from a customer need to a seven-figure investment, a full digital value chain, and an exit.
2012–2014
DELTA BLOC International · Austria
License partners across Central Europe and Australia, a training concept for their distribution, and lobbying with infrastructure ministries.
2010–2012
Waagner Biro · Vienna
International projects up to €5 million; customer training in Morocco, Thailand and the DR Congo; product development and quality assurance.
2010
Magna International · Oberwaltersdorf
A full business plan for a non-automotive venture: feasibility study, market analysis, go-to-market and financial planning.
Beyond the résumé
Contact
Based in Vienna, working across DACH and EMEA. German and English.