Fractional lead · Operator · Interim
Data & Product
Leadership
Building teams that turn data into decisions.
I have built, led and developed data and product teams at Zalando and asgoodasnew. Today I take on this role for companies that need leadership but not (yet) a full-time position: as a fractional lead who leads, as a fractional operator who builds and runs things myself, or as an interim.
What I take on
From the first job description to a well-functioning team.
Building & staffing teams
Define roles and profiles, recruit and onboard: data analysts, data engineers, data scientists and product managers.
Developing teams
Goals, feedback and development paths that fit the people. Plus training in SQL, Python, BigQuery and GA4.
Organisation & goals
From project business to a user-centric product organisation. Setting goals together with OKR instead of handing them down.
Data strategy & infrastructure
Data warehouse, semantic layer, server-side tracking and reporting, prioritised by business value rather than technology.
Business development
Lighthouse projects with measurable impact, such as pricing intelligence, plus process analysis and business cases.
Governance & standards
Shared definitions, data contracts and documentation so that everyone talks about the same numbers.
Teams I have built
- 9people recruited and led at asgoodasnew
- 5–6analysts, data scientists and tracking experts at Zalando
- 3disciplines led: analytics, data engineering and product management
- Zalando · Analytics team5–6 analysts, data scientists and tracking experts
Some of them senior. Scope: app tracking, reporting, marketing controlling and the holistic assessment of product performance. Results: introduced the tag management system, safeguarded the rollout of server-side tracking and standardised data infrastructure for emerging businesses in which new products and business areas were tested, such as Zipcart, Fleek and Zalando Wardrobe: shorter time to data and consistent reports for faster decisions. Plus a KPI driver tree to steer product development, with guardrail and supporting metrics.
- asgoodasnew · Data team3 data analysts, 1 data expert, 2 data engineers
Recruited and led. Data warehouse with a semantic layer, server-side tracking on own infrastructure, automated finance and marketing reporting, attribution modelling and A/B testing with Dynamic Yield.
- asgoodasnew · Product team3 product managers
Recruited and led, responsible for two web shops and aftersales. Implemented a mobile-first strategy, with a visible conversion uplift as forecast. Together with the data team, the basis for the user-centric product organisation.
What changed in the organisation
Beyond my own teams, as part of the management at asgoodasnew.
User-centric product organisation
From project business to product teams that own user problems and outcomes.
Setting goals together
Introduced the OKR method, giving employees a say in their goals. This also changed how incentives worked.
Pricing intelligence
Lighthouse project with an uplift potential in the double-digit euro range per device sold in the tested category.
What I stand for as a leader
These three values have been part of my leadership credo since my MBA. Their yardstick is Kant’s categorical imperative: to act in a way I could want everyone to act, and never to treat people merely as a means.
Integrity
I say what I think and do what I say. I raise problems early, even when the numbers are uncomfortable, and keep my commitments to the team and management.
Authenticity
I lead as who I am: approachable, honest about what I do not know, and genuinely interested in the people on the team and their development.
Purpose
Teams achieve more when they know why. I translate company goals into a clear why and into goals the team helps to shape, for example with OKR.
How we work together
Getting to know each other
A conversation about goals, team and situation. Afterwards I know whether I am the right person, and you know whether it fits.
Assessment
Talks with the team and stakeholders, a look at data, tools and processes. The result is a clear picture and the first priorities.
Lead, build, operate
As a fractional lead I take on team, goals and roadmap, and develop the data strategy with management so that data answers business goals and questions sustainably. As a fractional operator I build and run the data warehouse, reporting and processes myself. Both for a fixed share per week or month, or as a full-time interim, with regular check-ins with management.
Handover
The goal is a team that runs without me: clear roles, documentation and, if you like, a permanent leader I help to select.
Contact
Tell me briefly what it is about. One sentence is enough. I usually reply within one working day.
Prefer to talk? 15 minutes are enough to see whether and how I can help.