I build customer engines that learn from every interaction — and turn that learning into growth that compounds instead of leaking.
Twenty years across Europe's largest B2C platforms — AutoScout24, ProSiebenSat.1 (Joyn), Burda, Telefónica, WEB.DE, and now Allianz Direct — have taught me one thing: growth doesn't come from a channel or a tool. It comes from systematically removing the friction between what the customer wants and what the business can deliver. That's the work.
Growth is a full-funnel discipline, not a marketing sub-function. Acquisition gets the customer in. Activation makes them stay. Retention and lifecycle make them profitable. Data, automation, and AI turn that into a learning loop — where every customer interaction makes the next one smarter. My edge is the retention and monetization half of that loop — the part where most companies leak the most value and have the least visibility.
— Commercial ownership. I run programs against revenue and LTV, not vanity metrics. At Allianz Direct I own the customer growth engine across multiple markets — together with a team of twelve specialists across data, engineering, lifecycle, and campaigning.
— Automation and AI as growth infrastructure. Not a feature, but the operating system of modern growth — the engine that scales personalization, decisions, and customer dialogue without scaling headcount. This is where step-change growth actually comes from.
— Cross-functional fluency. I sit between commercial, product, engineering, and data — four disciplines that rarely live in one head. Fewer translation losses, faster decisions, programs that actually ship.
— Scale and scar tissue. Products and platforms reaching tens of millions of customers. One granted patent. One co-founded startup. Enough experience to know what works and what only sounds like it does.
Retention is a P&L lever disguised as a marketing tactic — which is why most B2C companies optimize it on the wrong function with the wrong logic. The winners of the next decade won't be the ones with the biggest acquisition budgets; they'll be the ones who turn first-party data, lifecycle automation, and AI into compounding advantages. The next leap in growth won't come from more channels or more spend — it will come from systems that learn faster than the competition. That's the work I find most interesting, and the work I've spent twenty years getting better at.
Always open to exchange with operators thinking about the same questions — growth strategy, lifecycle economics, retention as a P&L lever, AI in the customer engine, and the messy reality of making B2C actually compound at scale.
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