For chairs, founders & investors
Technology judgment.
A clear remit.
Technology decisions belong in the business discussion: how the company competes, where capital and attention go, what management can deliver, and what evidence allows the board to challenge the plan.
I bring managing-director, CTO, operations and historical executive-board experience, alongside engineering and ongoing AI research. For a chair, founder or investor, the starting question is which judgment the organization needs, and whether my experience and existing responsibilities fit that remit.
Discuss a board or advisory remitProfessional record & résumé →
Questions I bring to the table.
- Where will the business differentiate?
- Which customer or operating capability is worth owning, and which technology should remain a standard purchase?
- What would justify the investment?
- What assumptions connect the proposed technology to a business result, and what evidence should precede further funding?
- Can the organization deliver and sustain it?
- Who owns the change, which capabilities are missing, and how do incentives, integration and ongoing maintenance affect the plan?
- How can the recommendation be challenged?
- Which risks, sources, acceptance criteria and escalation paths should management make visible to the people accountable for the decision?
An operating perspective
Experience behind the judgment.
Computacenter Romania
Managing Director
Leading the Romanian technology organization and its professional-services centre of excellence.
Public role sourceMETRO.digital Romania
Managing Director
Software and technology organization serving the wholesale business.
Public role sourceaccesa.eu
Executive leadership
Operations leadership followed by co-CEO and country managing-director responsibilities.
Public role sourceYonder
Managing Director
Software services leadership focused on Western European and North American software-product companies; earlier roles included engineering, project management, and technology leadership.
Public role sourceThese are roles, not endorsements or a claim that the organizations are advisory clients. See the sourced professional record and résumé, including the historical executive-board role and ongoing doctorate.
Different relationships. Different responsibilities.
A board briefing
A focused examination of a pending technology or AI question, with alternatives, uncertainty and questions for management. Education or a briefing is not a director appointment.
Strategic advisory
A defined remit with agreed scope, cadence, access and responsibility. An advisory relationship does not itself confer board authority or an independent-director designation.
A director-role discussion
A conversation about the organization’s needs, the nature of the appointment, contribution expected, time commitment and conflicts. Suitability and independence must be assessed for the actual role.
My recorded board experience is the historical accesa.eu Executive Board role, September 2018 to July 2020. I do not present it as a current independent or non-executive directorship. The doctorate is still in progress. Dates and sources are in the professional record.
Examine the perspective before the conversation.
The Operating Advantage lens connects competitive differentiation to the capabilities needed to realize it. The research record shows the questions, methods and limits behind my AI work. Neither is a substitute for client references or an appointment-specific assessment; references can be discussed subject to permission and relevance.
A useful first message
What does the organization need?
Include the organization and its stage, the reason for the role or briefing, the expected contribution, appointment type, time commitment and timing. A short non-confidential outline is enough. Please do not send board papers or sensitive company information in the first message.
Start the remit discussion on LinkedIn →This is a personal enquiry route, not an offer on behalf of my employers or a statement of immediate availability. For one defined business decision rather than an ongoing remit, see the AI Value and Execution Review.