I've spent 25+ years founding companies, writing code, delivering projects, and selling enterprise technology. At Spryker, I lead global SE and Partner GTM – where platform vision either meets commercial execution or doesn't.
Earned the hard way – through deals won, deals lost, and the patterns in between. Not thought leadership. Just what I keep seeing.
The hard part is the bridge between what the platform can do and what the business actually needs to change. That's where most deals stall – and where SE creates the real value.
Most software companies are built inside-out – around what the platform can do. The ones that win flip it: they start with the buyer's problem and work backward. That shift turns SE from a demo function into a strategic discipline with real influence on deals, product, and partner engagement.
You can sign every SI partnership on paper. It means nothing until your SE team and their delivery teams actually share a qualification bar, a common language, and an honest view of what's winnable – not just what looks good in a pipeline review.
Having written code, shipped products, and run delivery gives you something no sales methodology teaches. You know what's real and what's theater – and you call it early. That instinct is the difference between winning a complex deal and just competing in one.
You can't control a buyer's politics, timeline, or budget cycle. But you can control how fast you connect the right solution to their goal, how clearly you tell that story, and how quickly you prove it with the right references and partners. Lost momentum kills deals – the team that moves with precision wins.
I started as a founder and developer in 1999 – building web products before there were playbooks for it. That origin shapes everything: how I assess technical feasibility by instinct, how I read a room of engineers differently than a room of executives, and why I never confuse a good demo with a good deal.
From there, delivery leadership, then Solution Engineering – each role putting me at a different table. Product, sales, delivery, partners. Today I operate where all four meet.
I chose Spryker because it's built for the complexity that enterprise B2B actually demands – not a simplified version of it. When buyers need to differentiate through custom processes, flexible architectures, and business models that don't fit a template, that's where Spryker wins. And that's where getting the presales motion right determines whether a deal creates real transformation or just another failed implementation.
Today I lead an SE team across multiple regions and verticals, working with SI partners and enterprise buyers in manufacturing, distribution, and marketplace environments. The deals I care most about are the ones where the buyer's internal complexity is the real opponent – not the competition.
What I keep coming back to: whether SE orgs should own pipeline numbers or stay purely advisory – and what you lose either way. Why most partner co-selling motions look great on slides but collapse in the first joint discovery call. And how to scale presales quality across regions without turning every deal into a process exercise.
Most mornings start with a run along the coast or a ride into the Tramuntana – not for content, just because it's the best way to think before the calendar takes over.
I run three to four times a week, cycle when the legs say yes, and have learned more about discipline from a 10K training plan than from any leadership book.
If you're ever on the island and looking for good people to run or ride with, these are my crews:
If you're ever on the island and looking for good people to run or ride with, these are my crews:
