Selected work

Strategy translated into measurable progress.

These case studies are grounded in my professional record. They show how I structure ambiguity, align stakeholders, and move opportunities from scientific promise to investment, partnership, or commercial growth.

Portfolio strategy · Lonza

Building a Global External Innovation Engine

Challenge

Integrated Biologics needed a consistent way to discover, prioritize, and advance early technologies across a complex global organization.

Approach & Solution

I designed the governance and evaluation process for innovation and co-investment opportunities, aligned R&D, licensing, venture, legal, finance, and business-unit stakeholders, and expanded relationships across biotech hubs in Europe and the United States.

Results

The external investment and partnership pipeline grew to three times its previous level, progressing from 20 opportunities in 2023 to 30 in 2025.

Conclusion

The initiative demonstrates my ability to turn an innovation mandate into an operating system—one that combines strategic focus, disciplined decisions, and sustained deal flow.

Corporate venture capital · Carl Zeiss

Executing Strategic Digital Health Investments

Challenge

ZEISS Meditec required investment opportunities that were financially credible, technically differentiated, and aligned with long-term priorities in diagnostics and digital health.

Approach & Solution

I managed the end-to-end investment process: thesis development, sourcing, founder interviews, scientific and financial diligence, valuation, cross-functional review, investment-committee recommendations, negotiation, and execution. My work included investments in MindPeak and Hypervision Surgical.

Results

I converted a broad deal flow across AI, diagnostics, and surgical technology into executed strategic investments while establishing repeatable governance for Series A and B evaluation.

Conclusion

This work reflects a combination of technical fluency, investment judgment, and my ability to guide complex transactions through board-level decisions.

AI & diagnostics strategy · Carl Zeiss

Shaping the AI-Enabled Diagnostics Thesis

Challenge

Rapid advances in artificial intelligence were creating new possibilities in digital diagnostics, but corporate investment priorities needed a clear strategic focus.

Approach & Solution

I developed investment strategies for AI-enabled digital health, diagnostics, and age-related macular degeneration. I mapped relevant ventures, assessed technical and commercial potential, and connected market signals with ZEISS strategic capabilities.

Results

The strategy created a focused basis for opportunity sourcing and evaluation across a deal flow that included companies such as Proscia, CureMetrix, Optellum, Caresyntax, Augmedics, and Digital Surgery.

Conclusion

The project illustrates my capacity to translate emerging technology trends into actionable corporate venture priorities without losing sight of clinical relevance.

Commercial transformation · Materialise

Repositioning a $20M Medical Software Business

Challenge

A global medical image-processing product required a sharper commercial model and a roadmap capable of supporting sustainable growth across clinical and academic markets.

Approach & Solution

I led global product strategy, roadmap and budget planning, coordinated product development with marketing and business development, identified technology trends, and introduced a revised pricing strategy.

Results

The new pricing strategy increased revenue by 50%, while I retained responsibility for growth of a software product generating $20 million in annual revenue.

Conclusion

The outcome demonstrates my ability to connect product insight, pricing discipline, and cross-functional execution to measurable commercial performance.

Ecosystem partnerships · Materialise

Creating a Global Academic Innovation Network

Challenge

Advancing digital surgical planning required access to leading clinical insight, engineering research, and credible collaborators across multiple regions.

Approach & Solution

I built partnerships and licensing opportunities with key opinion leaders and institutions including MIT, Harvard, Johns Hopkins, Imperial College London, UCL, Oxford, and Griffith University. I coordinated external agreements with a global internal team of 30, including five direct reports.

Results

The network strengthened the product innovation pipeline, informed technology integration, and supported the release and commercialization of new medical software solutions.

Conclusion

This work highlights my ability to make partnerships productive—linking academic excellence to defined product, intellectual-property, and business objectives.

Case studies use public résumé evidence and omit confidential commercial terms.

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