Services
Four ways in — chosen by the problem, not the package.
Most engagements start as one of these and shift as the work reveals itself. If the right answer is a shorter engagement than you were expecting, I will say so.
Engagement models
Best for
A launch that can't wait for a permanent hire, or a leadership seat that just emptied.
Shape
3–12 months, full or near-full time
Typical scope
- Full P&L ownership from day one
- Hiring and stabilising the local team
- Handover to the permanent leader
Market entry, done three ways
Entering a market is not one motion. Choosing the wrong one is what makes expansion expensive. I have run all three end to end.
Organic launch
Build the market from zero: licensing, supply, demand, pricing, and the local team. Ten countries launched across Northern Europe and DACH, taking regional share from 0% to over 50%.
Acquisition
Sometimes buying the position beats building it. I led Bolt's first-ever acquisition to enter Denmark inorganically — thesis, diligence, and the integration that followed.
Public tender
The channel most operators ignore. I launched Bolt for Government and became the first ride-hailing operator in Europe to win public-transport tenders, opening a €5bn government-transport category.
How an engagement runs
Week 0
Diagnostic
A short, blunt conversation about what is actually stuck — commercial, organisational, or governance — and whether I am the right person for it.
Weeks 1–2
Scope
A written scope: the decision to be made, the work required, the deliverables, and how we will know it worked.
Ongoing
Execution
Working inside the team rather than beside it. Standing sessions, real deliverables, and direct involvement in the calls that matter.
Exit
Handover
Every engagement is designed to end: documented playbooks, a leadership layer that owns the work, and no dependency on me.