Strategic Decision Clarity for Tech Leadership Teams
Clarify how strategic decisions are made — before misaligned priorities and stalled execution slow your organization down.
What I see again and again:
Strategy doesn’t fail because of a lack of ideas.
It fails because too few decisions are made —
and too many options remain open.
I’ve worked with
Typical tensions at the decision level
In fast-growing tech organizations, the same decision patterns emerge:
Priorities collide, and critical roles are committed to competing demands.
Strategic decisions made at different levels constantly shift direction.
Conflicts surface late — when they’re already expensive.
Investments lose impact while new initiatives emerge “under the radar.”
Teams lose focus because there are no clear strategic criteria for what truly matters.
The result: delayed decisions, mixed signals — and eroding trust within the leadership team.
How I work
I work where decisions need to be clarified —
before they turn into plans, roadmaps, or initiatives.
I support leadership teams in:
- Making decisions and priorities explicit instead of letting them run implicitly
- Clearly assigning responsibility — who prepares, who decides, who owns the outcome
This creates a shared decision framework
that reduces friction in leadership
instead of generating endless alignment loops.
Decision Clarity is the starting point — everything else builds on it.
How We Work Together
→ Decision Clarity –
Clarifying strategic decision logic before new options emerge
Challenges
• It’s unclear why past decisions were made — and why they lead to today’s consequences
• Implicit decision logic creates friction, escalation, and overload
• New options emerge without clear criteria for evaluation or limitation
Outcomes
✓ An explicit decision logic that explains how priorities are set
✓ Clarity on who prepares, decides, and owns strategic decisions
✓ A shared filter that structures, limits, and stress-tests new options
Strategic Clarity –
Defining and grounding strategic direction
Challenges
• No shared view of what the organization should align around strategically
• Conflicting assumptions about the market, customers, and priorities
• Strategy feels abstract, reactive, or political
Outcomes
✓ A clear strategic narrative that guides decisions
✓ Shared understanding of key tensions and strategic options
✓ Focus on a small number of robust strategic choices instead of broad ambition statements
Leadership Alignment –
Shared ownership of strategic decisions
Challenges
• Strategic decisions lack clear ownership
• Leaders communicate conflicting priorities internally and externally
• Responsibility is distributed — but not truly assumed
Outcomes
✓ Clear ownership of strategic decisions
✓ A leadership team aligned behind direction, focus, and priorities
✓ Reliability in leadership through shared commitment rather than individual positioning
Strategic Execution – Translating strategy into operational impact
Challenges
• Strategic priorities get lost in day-to-day operations
• Too many initiatives without sequencing or transparency
• No routines to make progress, dependencies, and impact visible
Outcomes
✓ Clear connection between strategic priorities and operational work
✓ Transparency across focus, progress, and trade-offs
✓ Established systems and routines that make execution reliable and manageable
Results After 6 Months in a ScaleUp
✔ 26% increase in teams’ strategic contribution
✔ 24% improvement in cross-functional collaboration
✔ 38% increase in measurable business impact
✔ 25% faster idea validation
✔ 44% improvement in team focus
What Tech Leaders Say About Working With Me
★ ★ ★ ★ ★
“He managed all product challenges we were facing in a calm and focused manner. He can easily jump back and forth between Vision, Strategy, and day-to-day business while always being able to contribute to the team’s and the company’s success.”
Stephanie Leue –
Chief Product Officer
★ ★ ★ ★ ★
“Not only his professional role but also him as a person have been gold for the team and also as a sparring partner for myself.”
Jens Dembsky –
Chief Product Officer
★ ★ ★ ★ ★
“He was instrumental in driving the team forward, and his non-stop dedication provided focus and direction throughout a very turbulent time for the business.”
Kirsty Rawlinson –
Director of Technology Operations
More Testimonials
★ ★ ★ ★ ★
“At the end of the workshop, I felt motivated to approach future challenges with clarity, strategy, and impact.”
Florian Wöhlbier –
Senior Expert Innovation & Transformation
★ ★ ★ ★ ★
“He has been building strategic product processes with lean thinking, helping fast-growing teams continuously improve and onboard new members efficiently.”
Iris Jungeun Lee –
Senior Product Designer
★ ★ ★ ★ ★
“He keeps a clear head in large and complicated discussions, asks powerful questions, gets groups to commit — and ensures follow-through.”
Anton Skornyakov –
Founder & Managing Director
★ ★ ★ ★ ★
“He knows how to unite and align different groups around a common goal.”
Albert Montón –
Director of Engineering
★ ★ ★ ★ ★
“I always appreciated sparring with him on how to improve the organization. He kept an eye on the outcome and impressed me with his sense for the bigger picture and what we truly wanted to achieve.”
Jens Hündling (PhD) –
Global Head of Client Solutions
★ ★ ★ ★ ★
“He thinks relentlessly systematic and still makes pragmatic decisions. He’s excellent at analyzing business and product levers and building strong connections within teams. Definitely someone who not only helps define strategy but also puts it into action.”
Karin Elsner –
Senior Product Manager