As a senior executive with over 20 years of experience - including CEO roles and leadership positions across software, medical device, and multidisciplinary companies - I help organizations turn strategic vision into measurable results through Fractional CxO leadership, business consulting, and executive mentoring.
Taking full executive responsibility in strategy, product, or operations - driving execution with measurable KPIs, ensuring alignment across leadership and teams, and turning plans into tangible results.
Working with organizations to build or refine strategy, prepare for scale-up, and manage change effectively - creating structures, processes, and cross-team communication that support sustainable growth.
Providing an objective, experienced perspective to help executives navigate complex dilemmas, adapt in times of crisis or rapid change, and make confident, high-impact leadership decisions.
Executive Leadership with Global ImpactI bring over 20 years of senior leadership experience in the HiTech industry, including 8 years as CEO of both software and multidisciplinary companies. My tenure as CPO of Orbotech involved overseeing a multidisciplinary organization with revenues exceeding $1B, where I directly managed businesses generating over $100M. I successfully led the strategic sale of Frontline, a software company I managed and doubled in revenue, to a major U.S. corporation for over $200M. Additionally, I managed ScoutCam, leading the company through strategic pivoting into a product company and directing it toward large-scale markets.
Multidisciplinary Operations & Global ExperienceLeading multidisciplinary organizations requires expertise in aligning diverse engineering disciplines while maintaining coherent product roadmaps across multiple technology domains. I've orchestrated cross-functional teams with different methodologies and timelines, managing complex supply chain and manufacturing considerations alongside software development. My international experience spans the Far East and the United States, where I've built and managed global teams across multiple time zones and cultures.
Comprehensive Scale-Up UnderstandingMy experience encompasses both startup environments and large-scale corporate operations, providing deep understanding of business challenges across the entire growth spectrum. I've guided organizations through critical transitions - from startup agility to enterprise stability - while managing rapid growth and implementing strategic transformations. This includes successfully navigating major market disruptions such as the subprime financial crisis and COVID-19 pandemic.
Strategic FoundationMy approach is grounded in executive education from Stanford University (Strategy and Organization) and INSEAD (Strategic R&D Management, M&A & Corporate Strategy), combined with hands-on execution experience across diverse business environments.
Whether you're scaling up, navigating complex transformations, or building resilience in uncertain markets, my experience across both software and multidisciplinary companies enables me to guide you through your most critical business challenges.
Challenge: an early-stage medical device startup needed clear strategy, product requirements, and a viable initial supply chain.
Actions: defined the company strategy and focus areas; developed the product specifications; led discussions with target users and customers; built early prototypes; connected the company with developers and manufacturers; established the initial supply chain.
Outcome: aligned roadmap, validated requirements, and readiness for customer pilots and prototype builds.
Challenge: scaling operations and coordinating multiple external parties while preparing for growth.
Actions: supported the CEO in critical scale-up decisions; owned end-to-end operations including building the supply chain, sourcing manufacturers, tight coordination of external developers, and project progress management; managed collaboration with a Chinese software and proprietary hardware supplier.
Outcome: predictable execution cadence, supplier readiness, and a clear ramp path.
Challenge: unclear strategic direction for key products and limited GTM alignment in a challenging market.
Actions: advised on the right strategy and work plan for key products; strengthened collaboration with Sales; navigated a strategic product through market headwinds; designed and structured a sales workshop and guided the GM ahead of executive discussions.
Outcome: clarified revenue potential and priorities, improved cross-functional alignment, and faster decision velocity.
Challenge: siloed collaboration across Operations Engineering, Product, R&D, and Program Management slowed NPI and surfaced issues late.
Actions: created a unified collaboration model and common language; clarified roles and responsibilities; improved preparation for executive forums; tightened plan tracking and commitments across groups.
Outcome: faster NPI, smoother transfer to production, and earlier issue detection.
Challenge: CEOs and senior executives needed an objective sounding board for strategic direction and board preparation.
Actions: provided confidential mentoring on portfolio choices and prioritization, trade-offs and risk framing; set decision frameworks and KPIs; stress-tested plans prior to board and executive reviews.
Outcome: clearer strategic choices, stronger leadership presence, and faster, more confident execution.
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