Berlin Metropolitan Area
I build the people infrastructure that scales companies from scrappy to sustainable. I've done it at multiple companies, from seed through Series B, through due diligence, and through the hardest of resets. At scoutbee, I scaled HR as we jumped from Series A to Series B ($60M) in 14 months, adding 70 people in 2020 alone. Before that, I was an early leadership joiner at two seed-stage companies. The first grew from $2.8M to $28M ARR in two years, all the way through due diligence for acquisition. The second went from 14 to 50 employees in a year and raised Series A. At Delivery Hero Germany, we were onboarding 75+ people per month in my first three months. At Taxfix, I led the people team through 150 redundancies across Spain and Germany, while launching new performance tools and owning how we evaluated compensation and performance data. Every one of these required a growth mindset and the ability to problem-solve at speed.Now at Eye Security, my team is building the people foundation for a company that doubled FTEs year over year, with the data-driven rigor and a business first mindset to tackle what comes next. My path has been unconventional. I started in aerospace project management, then spent six years as a venture consultant for a $40M pre-seed fund, helping entrepreneurs through the dreaded valley of death. That's how I landed in-house as a senior HR leader. I understood the business before I understood HR, and that order has mattered ever since. I've owned P&L responsibility across every role, defined KPIs for investors and the exec team, built data rooms, and sat at leadership tables where the decisions were about survival, not just culture. Long before diversity, equity, inclusion and belonging were a trend, cross-cultural management and diverse teams have been my passion. Awarded the prestigious Fulbright scholarship, I wrote my master's thesis on managing Malaysia's diverse workforces in MNCs, after 11 months of research in-country. This curiosity for varied perspectives has continued throughout my career and is an integral part of how I live and work today. I work across cultures daily. To wrap it all up in one image: I have been the people co-engineer for building (duck taping together?) a plane while jumping off a cliff, since 2013. The rule I live by in this role: get it functional first, then make it pretty. As companies scale, I also know when it's time to stop duck taping and start engineering, and I've done both.
Leading the full People & Talent function through double FTE YoY growth, spanning People Operations, HR Business Partnering, Learning & Development, Talent Acquisition, and Workplace. Focussing on solid foundations for scaling we built the following: • A fully structured P&T organization: a dedicated 4-person People Partnering team covering L&D and strategic HR to help the business scale, 6 in People Operations and Workplace (including work students), and a 4-person Talent team with a flexible external resourcing model to flex hiring capacity on demand. • 90 hires in 2025 alone, doubling FTEs year-over-year while maintaining quality and speed of hire • A headcount planning bridge doc to support finance and launched a Headcount planning tool to align workforce decisions with growth targets and business strategy • A company-wide compensation analysis and process to drive fair, data-informed salary decisions at scale, used market benchmarks (Ravio) to maintain internal and external equity • Ledgy for ESOP management, establishing equity infrastructure ahead of the company's next funding milestone • Ashby ATS launch to improve hiring data, pipeline visibility, and reporting across the talent function, while hiring aggressively • A company-wide leadership training program for all people leaders • Small Improvements launch, a performance management tool to establish a consistent, scalable feedback and review culture, offers not only 360 reviews but also engagement surveys beyond eNPS, and company wide kudos • Career frameworks for the bulk of departments, and a company-wide generic framework based on levels for smaller departments. • Structured onboarding, both within teams and company-wide
• Upskilled through LeWagon's Data Analytics Bootcamp. Diving into data collection, transformation, and visualization, using: advanced GSheets, SQL, data automation tools, BI tools (Looker & Power BI), BigQuery, Google Colab for Python and basic machine learning. Used ChatGPT to accelerate learning in the process. • Supported start-up companies/leaders on HR strategies and operations on a volunteer basis • Continued volunteer and advisory roles in HR groups (Secret HR Society, People Tech Partners, Frauenloop)
• Series D company - led the People Partnering and People Operations teams to support employee journey touch points after onboarding. • Responsible for projects across data analysis, restructuring, compensation (Launched Mercer and built Comp Analyses for departments), performance cycles, manager enablement, general L&D, and HR services. • Led team through 2 layoff rounds, position made redundant in second round. • P&L responsibility of 1.2€ mil.
• Hired for growth, responsible for the people team, accounting, and legal • Position made redundant due to market conditions, interest rate hike drastically dropped the mortgage demand.
Delivery Hero SE formally launched foodpanda Deutschland in June 2021 as their German brand and closed the company in January 2022. Starting out as a part time advisor in June, I joined full time in August. • Led the 23-person People & Org function (Talent, HRBPs, POps, Onboarding) as the team onboarded 75+ people per month at our hiring peak • Built out cultural values with the CEO and leadership team • Budgetary and P&L responsibility of €2.7 million • Drove mindset shift from recruitment (volume, low quality) to talent acquisition (data-driven and high quality), including TA launching a new ATS (Greenhouse) • Led the creation of a “care plan” to accompany the mass-dismissal of 350+ employees in 7 working days, including HR services to support employees, professional counseling resources, and talent services (career fairs, resume screening, interview trainings, profile sharing) • Reported to the CEO, served on the leadership team