Before I work on a solution,
I first try to understand
what decision we actually need to make.
On this site, selected examples show how I work. My experience spans the customer lifecycle – from acquisition and onsite communication to personalisation, CRM and retention, as well as cross-functional leadership. What matters to me is turning different requirements into a solution that works in practice.
Selected examples
Three situations where the first answer was not enough.
The examples come from my work in the Swiss media industry. Each starts with the context in which a question arose – and shows how I approached it.
01 — New thematic offer
Context. A media company was considering a new editorial offer around education – alongside the daily newspaper, with its own content and its own access for subscribers. Internally, the starting point was very broad:
“We need to do something around education.”
Everyone agreed the topic mattered. What “education” should actually mean in this context – for which audience, in which form and with what benefit – was still open.
So before thinking about formats or articles, I wanted to clarify the following questions:
Who is the offer actually for?
What do these people need?
Where can we reach them?
What should be free, and what could be paid?
Would people be willing to pay for it?
Target groups, needs, topics, channels and possible revenue models were brought together in a concept that gave the subsequent decisions a more solid basis.
A viable solution only emerged once it was clear who the offer was for and what problem it was meant to solve.
02 — From free registration to paid subscription
Context. Many people had registered for free with a digital media offer to read individual articles – without later taking out a paid subscription. The question in the team was:
“Why doesn’t a free registration turn into a subscription?”
An obvious answer would have been:
More discount.
I was interested in something else first. Not the price, but how these people behaved – and why a registration does not automatically mean that someone is ready for a subscription:
What originally prompted someone to register?
Which content did they actually use afterwards?
How often did they return – and through which channels?
What signals indicate interest in a paid offer?
How does their behaviour actually differ?
Based on this, we developed communication around where people were in their journey and what was most relevant to them at that point.
Looking back, I would simplify earlier and test more quickly which differences actually matter in practice.
03 — Flash sale
Context. To gain more subscriptions in the short term, a time-limited discount promotion – a flash sale – was to be run. The suggestion in the team was:
“We should run a flash sale.”
Before we decided on timing, duration and communication, I wanted to answer a very simple question:
On which days of the week do people usually subscribe?
Not Monday.
Thursday.
The analysis showed that subscriptions were taken out particularly often on Thursdays. On this basis, the timing and communication of the promotion were adjusted.
The key insight was not Thursday itself, but that we had first tested an obvious assumption.
Responsibilities & projects
Further insights into my work.
The three examples show individual situations. They are grounded in several years of responsibility across Customer Lifecycle and Digital Sales – including KPI, budget and forecast management as well as cross-functional collaboration.
Digital Sales & Customer Lifecycle
I had strategic, functional and line-management responsibility for a cross-functional team covering acquisition, conversion, engagement and retention. My responsibilities included prioritisation, KPI, budget and forecast management, as well as connecting paid media, onsite communication, personalised purchase and customer journeys, and retention from a business perspective. A/B tests and performance data provided the basis for optimisation.
App Onboarding, Data & Customer Journey
A planned onboarding journey depended on registration data that was not fully available after go-live. I clarified the business requirements and worked with Product and IT on a solution so that the data flow and customer journey could work together reliably.
Onsite Personalisation & Piano Rollout
I supported the Piano rollout from a business perspective, focusing on business testing, issue analysis and troubleshooting together with the Product Owner. My focus was on requirements and process logic and on supporting personalisation and platform processes – not technical implementation.
Practice Project: Analytics Audit & Reporting
For a recurring analytics audit, I developed an AI-supported workflow combining validation logic, evaluation and report generation. The aim was to reduce manual steps and make the evaluation more transparent and reproducible.
Personal project
A personal experiment outside my professional work.
Alongside my professional work, I regularly build small prototypes to try out new tools in a concrete use case. At the moment, I am exploring a very personal question:
“Can AI help me identify which job postings actually fit my profile?”
Instead of first looking for the “best” tool, I started with a different question: what information would a system need about me – and about a role – to assess the fit in a reasonably meaningful way?
Step by step, this is becoming a personal job-matching prototype. Not a product, not a platform, but a practical experiment to solve an everyday problem better with today’s tools – and to understand where they are strong and where they are not. The final assessment and any decision remain with me.
How I work
What these examples have in common.
I question assumptions before using them as the basis for a solution.
I look for the information that is still missing for a sound decision.
I bring different perspectives together – customer needs, business model, data, processes and feasibility – before defining possible ways forward.
Only then do I define possible solutions and discuss them with the people involved.
The aim is not to slow ideas down. It is to invest time where it genuinely improves the quality of a decision.
About me
My perspective has developed
across very different
contexts.
I have worked in media and insurance, on digital offers, customer journeys and CRM processes, and at the intersection of editorial, commercial and technical perspectives.
Over the years, I have often worked where Product, Editorial, Marketing, CRM and Technology meet, with responsibility for complex cross-functional projects. I have developed digital content and thematic products and worked on how content, audiences, customer journeys and business models fit together.
During this period, I also had strategic, functional and line-management responsibility for a cross-functional team of three to four people.
The questions I find most interesting tend to arise at the interfaces: when different perspectives, constraints and goals have to be brought together. For me, the first step is making sure we are asking the right questions before investing time in the wrong solution.
Certifications
PMP® · PSM I · PSPO I · CS50P
Professional development
CAS Digital Product Management with AI, HWZ Zurich
15 ECTS · completed in 2026
42 Zurich — Piscine, September–October 2026
Multi-week, project-based programming in C with peer learning and collaborative problem solving.
What interested me most was not C itself, but the way of learning: working through unfamiliar problems, testing possible solutions with peers and continuing even when the next step was not immediately clear.
Contact
Let’s talk.
Whether it is about a role, a project or a professional question, I’d be glad to hear from you.