SONOVA
Director, Consumer Engagement & eCommerce
Healthcare · Commercial and customer-engagement transformation across 20 markets — including direct P&L ownership of a multi-market e-commerce business
About
Strategy taught me scale. Markets taught me reality. Owning the P&L taught me what decisions cost.
I know what a global decision looks like from the centre—and what it feels like in the market expected to execute it.
My career began in telecom, close enough to customers and frontline operations to see what happens when the journey fails. I later designed global strategy across 60+ markets, led partner ecosystems, built businesses and moved into regulated healthcare and digital commerce. Each role changed the questions I ask—and made me less interested in transformation that works only in a presentation.
Today, I lead commercial and customer-engagement transformation across 20 markets with a ~€2 billion multi-market commercial portfolio in scope. I connect demand generation, customer data, remote engagement, field and retail coverage, conversion and lifetime value around shared commercial outcomes. Within that mandate, I directly own the P&L of a multi-market e-commerce business—a real business I run, not a slide.
That range has made me pragmatic. I want the global model clear, local freedom deliberate and performance visible. I ask difficult questions early, change course when the evidence demands it and stay close to execution after the launch.
Selected career chapters
The experience behind that perspective.
PHILIP MORRIS INTERNATIONAL
Head of Remote Channel Global Strategy & Governance
Global channel strategy, governance and deployment across 60+ markets
VODAFONE
Commercial operations, customer engagement & transformation leadership
12+ years across digital, customer experience, sales and large-scale operations
TELEPERFORMANCE + ENTREPRENEURIAL LEADERSHIP
Strategic partnerships and large-scale commercial operations
Partner delivery, commercial governance and hands-on business building
Industries and operating contexts
Regulated does not mean commercially passive.
Experience across medical devices and hearing care, telecom, consumer goods, digital commerce and complex partner ecosystems has taught me that sector context matters. The commercial disciplines transfer; the trust, regulatory and adoption constraints do not.
In healthcare, progress depends on responsible use of data, coordination across digital, remote and physical channels, and an operating model that balances enterprise standards with local realities.
How I lead
What it is like to work with me.
Across direct teams, market leaders and external partners, I have learned that people do their best work when the outcome is clear and their decision space is real. I set a high bar for evidence, pace and accountability, but I expect people to challenge me—especially before a decision becomes expensive.
When the evidence changes, I change course openly. When a well-reasoned decision does not work, we learn without looking for someone to blame. And once a direction is agreed, I stay close enough to remove obstacles without taking ownership back from the people doing the work.
What you can expect when things get difficult
When the evidence challenges my plan
I change the plan. Protecting a recommendation because it was mine is more expensive than acknowledging what the evidence now says.
When a market rejects the standard
I separate genuine customer or regulatory constraints from preference, define the non-negotiables and make clear who decides.
When go-live exposes the real work
I stay with adoption, frontline feedback and commercial performance. Transformation is not complete simply because the steering committee reports green.
Beyond work
Outside work, I hold licences to skipper sailing and motor vessels up to 25 metres. The sea is where I feel most at home—and where responsibility for the route, the vessel and everyone on board demands preparation and calm judgement as conditions change.