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 meets commercial execution.
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.
Most people in commerce see one table. Product sees the roadmap. Sales sees the quarter. Partners see their own pipeline. Delivery sees the risk. I've spent 25+ years moving between all four – and the most expensive failures in enterprise B2B don't happen at any one table. They happen in the gaps between them.
That's the space I operate in. Not the demo, not the contract – the translation layer where a platform's capability either becomes a buyer's outcome or quietly dies in a misalignment nobody owned.
What I see from here that single-function leaders miss: the deal was usually won or lost long before anyone noticed, in a conversation between two teams who assumed someone else had it covered.
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:
