Business transformation and operations leader
Business and transformation leader with 10+ years of experience spanning multinational corporations and independent business environments. Experienced in leading multidisciplinary teams, managing international stakeholders and driving commercial, organisational and digital transformation across healthcare, retail, technology and B2B.
My career has evolved from marketing and digital management into broader business operations, strategic execution and organisational leadership. I’ve managed international functions, built teams, advised executive leadership and taken ownership of complex transformation initiatives, consistently translating business objectives into measurable results.
I worked as an external Director of Operations for an aesthetic clinic in the UAE, coordinating business strategy, marketing, IT and recruitment. The challenge was not simply to attract more customers, but to build an operation capable of delivering a more sustainable and commercially effective service mix.
I helped establish the team and operating structure, bringing together eight people across different functions. Over two years, the appointment mix shifted from 87:13 low-ticket to high-ticket services to 62:38. It was a good example of how commercial performance can improve when the entire business is considered, rather than treating marketing as an isolated function.
Appointment mix
87:1362:38
Over two years
Eight-person team
8
I took ownership of transforming an HPV disease-awareness platform into a practical journey that connected education with action. Instead of stopping at awareness, we built a conversion-focused experience that helped visitors understand the topic and take the next step towards private-market vaccination.
This involved coordinating strategy, UX/UI, compliant messaging, creative development and media execution across a multidisciplinary team. The resulting booking journey contributed to a 5% year-on-year increase in private-market vaccine sales. We also improved the internal review process, reducing medical, legal and regulatory approval times by 40%.
Private-market vaccine sales
+5%
Year-on-year
Approval times
−40%
Medical, legal and regulatory
Over four years, I helped transform the digital activation and sales infrastructure of a major hearing healthcare business across Hungary and Poland. This meant bringing together performance marketing, SEO, content, CRM, analytics, website experience and sales processes into a more connected system.
I progressed from a local specialist role to managing digital marketing across two markets.. Digital-driven hearing aid sales increased by 56% over the period, while campaigns consistently delivered returns of 12x or higher. The biggest achievement wasn’t any individual campaign, it was building a system that could deliver sustainable commercial results.
Digital-driven hearing aid sales
+56%
Over four years
Campaign returns
12x+
ROAS
I tend to start with a fairly simple question: are we solving the actual problem, or just the problem someone has asked us to solve? A request for more leads might turn out to be a sales process problem. A request for a new website might reveal that the business doesn’t have a clear proposition in the first place and a team that appears to lack performance might actually be dealing with unclear priorities, poor processes or conflicting expectations.
I like to understand how the different parts of a business influence one another. Marketing, sales, technology, operations and people rarely work in isolation, even if organisational charts suggest otherwise. Improving one area without understanding the wider system can easily move the problem somewhere else.
I also believe in finding the constraint before adding more resources. More people, more software and more budget are not automatically the answer, sometimes the most valuable thing a leader can do is remove an unnecessary process, clarify ownership or stop doing something that no longer makes sense.
Finally, I have little patience for strategies that only work in presentations. A good idea needs to survive contact with reality, it needs an owner, a practical plan, people who understand their responsibilities and a way to measure whether it actually worked.
Working with the UAE healthcare clinic gave me the opportunity to look beyond a single department and take responsibility for how different parts of a business worked together. I was involved in recruitment, team structure, business priorities and day-to-day coordination across functions. Building an eight-person team meant understanding not only what needed to be done, but also what kind of people were needed to make it happen. It taught me that a team is not a collection of job titles, the relationships, expectations and willingness to take ownership matter just as much.
One of my more interesting management experiences was leading a multidisciplinary team for a supplement retail business, working remotely with people across technical and creative disciplines. I’m not even close to being the best developer, designer or DevOps specialist in the room, and I didn’t need to be. My job was to understand what the business needed, give people direction, make priorities clear and create the conditions for specialists to do their best work.
Remote leadership makes it difficult to hide behind presence. You cannot and you never should measure someone’s contribution by how long they sit in an office or how often they appear in a meeting. You need clear expectations, trust, communication and accountability, or to put it simply, the work has to speak for itself.
During my independent projects, I spent a considerable amount of time mentoring people, helping them navigate new responsibilities and become more confident in their own decisions. Some of the most rewarding moments weren’t connected to a campaign, a sales figure or a successful project, more like seeing someone take ownership of something they previously wouldn’t have felt comfortable handling, or watching them progress into a more senior role.
I don’t think developing people means giving them a motivational speech every Monday. It means giving them opportunities, honest feedback, room to make decisions and support when they need it to make them the best versions of themselves.
I believe good management is about creating an environment where capable people can do good work without needing someone constantly looking over their shoulders.
I don’t need to be involved in every decision, and I don’t expect people to ask for permission every time they encounter something unexpected, but autonomy also means taking responsibility for the outcome. If someone owns a task, they should have the authority to make decisions about it and the responsibility to communicate when something goes wrong.
I try to understand what’s behind it before jumping to conclusions. Sometimes expectations aren’t clear, sometimes someone needs support and sometimes the role simply isn’t the right fit. l give people feedback, direction and a fair opportunity to improve, however at the same time avoiding uncomfortable conversations doesn’t help anyone, especially the rest of the team.
I prefer making a reasonable decision based on what we know, being transparent about what we don’t know and adjusting when new information appears. Not every decision deserves a three-week analysis, most of the things need a clear owner, a sensible deadline and the willingness to learn from the result.
A manager shouldn’t need to be the smartest technical person in every room. If I’ve hired a specialist, I expect them to challenge my assumptions when they have a better answer. My responsibility is to understand enough to ask the right questions, connect their expertise to the wider business and make sure their work has the support it needs.
I’d rather hear that something is going badly while there’s still time to fix it than receive a beautifully presented update hiding a problem. People should be able to disagree, admit mistakes and ask for help without feeling that they’re putting their position at risk.
I also believe work should be taken seriously without taking ourselves too seriously. A bit of humour, perspective and humanity goes a long way. Believe in people, treat them like human beings and remember that being a good colleague matters just as much as being good at the job. That doesn’t mean avoiding difficult decisions or lowering standards, it means not confusing being demanding with being unpleasant.
Ultimately, I expect people to care about what they do, communicate openly, respect one another and take responsibility, since I try to offer the same in return.
Alongside my full-time roles, I’ve taken on selected independent projects for businesses across healthcare, retail, technology and B2B. The work has ranged from digital and commercial strategy to operational improvements, team coordination and technology transformation.
Some examples include:
These projects have given me the opportunity to work in different environments, take on responsibilities beyond a traditional job description and learn how businesses operate outside the structure of a multinational organisation.
Omnichannel engagement manager – Vaccines
Digital marketing manager – Hungary & Poland
Digital marketing specialist – Hungary
Marketing assistant / Marketing coordinator
Business strategy, commercial growth, strategic execution, business development, customer journey optimisation, commercial performance.
Operational development, organisational transformation, process optimisation, digital transformation, technology-enabled operations, CRM and workflow development.
Multidisciplinary team leadership, team building, people development, mentoring, remote leadership, cross-functional collaboration, executive stakeholder management.
Digital strategy, analytics, customer acquisition, conversion optimisation, SEO, paid media, CRM, website development and technology project delivery.
Healthcare and pharmaceuticals, retail, technology, B2B and professional services.
For a concise, chronological overview of my professional experience and selected achievements, download my CV in PDF format.