Direction and priorities
Focus the problem, make explicit what counts as a good result and order initiatives competing for the same resources. The result is a usable direction: criteria, priorities and next steps.
01How I work
Technology creates value inside the work.
Every engagement starts from a real situation: an open decision, disconnected tools, an expensive process or an idea to test.
01.1Fields of intervention
Every engagement requires four perspectives.
Technology, processes, experience and direction affect one another, so I read them as a single system.
Technology ecosystem
Read what exists — management systems, CRM, bookings, data, spreadsheets and procedures — and redesign how the parts should work together. I select market solutions, design integrations and coordinate what must be built.
AI and automation
Find use cases that hold up outside the demo: analysis, forecasting, classification, content production or operational support. Start with a small prototype, measure the work saved and expand according to the results.
Experience and service
Map what the customer experiences together with what has to happen behind the scenes, intervening where channels, procedures and ownership create friction, lost information or fragile promises.
01.2Ways of engaging
The scope follows the question.
Four recurring forms give each situation the right scope of work.
A decision to make
A focused discussion, context analysis and a reasoned recommendation before committing resources.
A system to put back in order
Audit of tools and processes, design of the future setup and a realistic sequence of interventions.
An idea to verify
Research, prototype and test to learn early whether a possibility deserves to become a project.
Questions that cross several functions require continuity across direction, technical choices and adoption. In these cases I work inside the system for a defined period, alongside the owner or management, until recommendations become decisions and adopted projects.
01.3The path
Each step guides the next.
The work makes clear what we are testing, what we have learned and why the next step makes sense.
Diagnosis
I talk to the people doing the work, examine data and tools, and reconstruct the steps to separate the symptom from the problem and real constraints from inherited ones.
Direction
We define the result, what to give up and the conditions by which choices will be evaluated, translating the work into a few clearly expressed priorities.
Construction
I select, configure, integrate or prototype, involving the skills needed and keeping the project close to the people who will use it.
Adoption
I observe real use, work on friction and update the plan until the change holds up in everyday work.
01.4Contexts
Industry experience helps identify problems that cross functions.
I know food service, HoReCa and hospitality from the inside. I also work with SMEs and professional firms when the issue involves operations, client relationships and practical use of technology.
I work with organizations willing to look at the system as a whole.
My work is useful when a technology choice touches several functions, when the view is fragmented across suppliers or when a strategic discussion needs to become a working prototype while keeping the thread.
What do you want to get moving again?
It may be an underused tool, a process at its limit or a decision that needs clarity. We start there and shape the scope as the work develops.