About

I've spent my career solving problems others haven't figured out yet. Started in a physics lab building atomic clocks beyond the quantum limit. Moved to McKinsey advising Tier 1 European banks on payments, regulatory strategy, and digital transformation. Been at Pleo since 2019, scaling the company from 100 to 850+ people while building payment infrastructure across 15+ European markets.

The through-line: I'm drawn to hard problems in complex systems. Quantum mechanics taught me to work with ambiguity. Consulting taught me how to navigate boardrooms and regulatory regimes. Operating taught me how to build customer-centric solutions on top of legacy infrastructure and technical constraints — whether that's fragmented European payment rails or regulatory complexity across markets.

What I build: highly scalable, modular systems that turn constraints into competitive advantages. The kind that work in production when nobody's watching.

What I believe

Platform is a product, not a cost centre. The best platform organisations treat internal developers as customers with real needs, real alternatives, and real feedback. When your platform team ships something nobody uses, that's a product failure, not an adoption problem.

European payments will converge. SEPA Instant is now mandatory, PSD3 is taking shape, and A2A payments are gaining real traction. The fragmented landscape is slowly consolidating, and the companies that understand the transition will win.

Good decision-making beats good strategy. Most organisations have roughly the right strategy. What separates the ones that execute is the speed and quality of decisions at every level. I care more about building decision-making muscle than building the perfect roadmap.

Scaling means letting go. The hardest part of growing an organisation isn't hiring — it's building systems and leaders that work without you in the room. The goal isn't to own everything; it's to build organisations that work when you're not watching.

Looking ahead

AI is going to reshape fintech infrastructure — not the product layer, but the boring important stuff: fraud detection, transaction monitoring, reconciliation, compliance automation. I'm building the foundation for that now.

The European payment landscape is consolidating in ways that will create real winners. Understanding the regulatory and technical terrain matters more than ever.

Platform engineering as a discipline is still being defined. I think the answer is treating platforms as products, not shared services — and I'm writing about that journey.

And I'm open to what's next: executive product and engineering roles in fintechs and scale-ups hitting the growth problems I know how to solve. If that sounds like your company, reach out on LinkedIn.