I learned leadership in the least forgiving classroom available: building a team in Prishtinë for a Swiss company, at twentysomething, in the country my family fled from. Since then I have led consulting departments, global IT organisations, and my own companies.
My model is ownership-based: hire for responsibility, give real context instead of tickets, and put people in direct contact with the client or the consequence. Hierarchy decides who owns a decision — never who is allowed to speak. The junior who flags a wrong estimate on day one is worth more than the senior who stays polite.
Leading across cultures adds a layer most frameworks ignore: the same sentence lands differently in St. Gallen and in Prishtinë. Leading both means hearing what each side means, not just what each side says — and building one culture that both recognise as theirs.
Titles came and went — country manager, department lead, global manager, CTO, founder. The job underneath never changed: make the goal unmissable, remove what blocks people, and take the blame ahead of the credit.
Let’s
talk.
For projects, partnerships, speaking or teaching: one conversation, no pitch. Thirty minutes, and you will know whether we should work together.