EXECUTION SHOULD NOT DEPEND ON STAMINA.
Decisions get made. Then they stop moving.
Leadership aligns. Execution drifts. The same topics return. What gets decided does not hold once it leaves the room.
The infrastructure has not kept pace with how the company now operates.
I build the infrastructure that closes that gap.
“
Tina helped me grow and become a better CEO every single year at Babbel, whether it was running an IPO process, personal productivity, external communication or exec team dynamics. Things were solved before I even thought of them.
— Arne Schepker, Former CEO, Babbel
WHEN IT SURFACES
The business is growing, but something is off. The team is working hard but the work is not quite landing. You are across everything and still feel like things are slipping. The operating model that got you here has quietly stopped working.
Most founders recognise it. Few know exactly where it broke.
THE WORK
I work with founders and CEOs of scaling companies where leadership infrastructure has not kept pace with the business. In practice, I step in over a defined period of time to build the systems that carry decisions through the organisation, working directly with the CEO.
The work sits across three areas.
Leadership operations
Decision frameworks, operating rhythms, prioritisation systems, and ownership structures that keep decisions moving without defaulting back to the CEO.
Executive communications
Board materials, internal communication that translates strategy into action, and external positioning that aligns expectations across investors, media, and senior talent.
Leadership capacity
Executive Assistant functions rebuilt as leadership infrastructure, operating with shared context and judgement rather than task management. Where useful, I also build and integrate AI agents into executive operations to improve decision tracking, communication flow, and execution visibility.
The work is temporary by design. The goal is a system that holds without me, not a permanent seat at the table. This is interim or fractional Chief of Staff work for the moment when the operating model has stopped keeping pace.
WHEN SOMETHING ELSE FITS BETTER
Most founders at this stage have already tried something: an ops hire who added capacity, a consultant who diagnosed the problem, or a leadership offsite that aligned the room but not the organisation.
Those are not wrong choices. They solve different problems. Capacity needs an ops hire. Strategy may need a consultant. A broken function needs someone inside that function.
But if decisions are being made and still not holding, and the founder is still the connective tissue between leadership and execution, that is a different problem. That is the problem this work is built for.
WHAT I HAVE BUILT
I built and led the CEO Office at Babbel over a decade as the company scaled from €100M to more than €350M toward IPO readiness, working alongside the same executive from CMO to CEO. I built it from the ground up, at the intersection of operations and communication.
Decision frameworks, operating rhythms, and prioritisation systems that reduced escalation and stopped decisions defaulting back to the CEO. Board processes and communication standards built to public company expectations. An Executive Assistant function rebuilt as leadership infrastructure. I built and integrated AI agents into executive operations early, before it became standard practice.
Before Babbel I ran a brand and communications consultancy with clients including Sony Music, Radisson Hotels, and the Reserve Bank of India.
The infrastructure held through rapid growth, the shift to remote work, and IPO preparation.
START HERE
If the infrastructure has not kept pace, that is where this work starts.