My role is to define the future of intelligent enterprise interactions. I'm responsible for helping Spitch shape our market, by turning emerging AI capabilities into practical, scalable solutions that drive real business transformation. My job centers on identifying places where AI can fundamentally improve how enterprises operate, how customers are served, and how human expertise is amplified. That typically implies directly or indirectly bringing together diverse stakeholders in IT, professional services, product, marketing and corporate strategy in order to facilitate meaningful digital transformation.

I am driven by the belief that there are always myriad new opportunities for exploration and growth just beyond the horizon. We need to be able and willing to step – responsibly – just outside our comfort zone to understand what else might be possible. Pragmatically, that means we are not just optimizing old processes, but rather we are exploring a new era in which intelligent systems can reshape how organizations communicate, decide, and deliver value. My “why” is meaningful change. I want to stand for innovation that matters: technology that elevates human work, improves business, and creates better experiences for millions of people. The goal of innovation should never be “change for the sake of change”. I want to fix processes that are actually broken, bring improvement where it is most warranted, and build things together that are consequential.

Building on my previous answer, I think that a critical responsibility of innovation leadership is understanding not only where new technology can be most effectively applied, but where it should be. Research on comparative advantage and innovation suggests that markets naturally concentrate innovation in areas that are already successful because this produces the most predictable returns. That dynamic is certainly real and economically efficient, but it means that important opportunities may be left on the table elsewhere. I think that exceptional innovation leadership means understanding what already works, and preserving that where appropriate, while focusing effort and resources where new technology offers a genuine comparative advantage over existing approaches. For me, that translates into solving meaningful problems, rather than just pursuing change for its own sake. I also believe that, while successful innovation can be revolutionary, it is always collaborative in nature. People are often naturally resistant to or suspicious of the new, the unknown, the disruptive. It's not enough to have a great idea, you need to achieve a quorum around it for it to positively transform a product, process, organization, or industry.

In general, I am wary of any aggressive trend that seeks to insert AI into every role, niche, and service. I'm equally skeptical of reflexively rejecting AI where it creates obviously measurable value. The tools of change are here, and they have already transformed the way we live and work. But we need to remember that we remain both responsible and accountable for that change and its ramifications. This perspective is the reason why I see AI as a fundamentally collaborative force. At Spitch, for example, I believe the role of AI in the contact center is to transform it from a cost center into a consistent source of customer value and revenue generation. Every customer interaction is a moment of truth, a source of signal or intelligence, and an opportunity to create measurable business value. AI is uniquely positioned to help enterprises capture and act on that information, while people continue to provide judgment, empathy, and accountability. Organizations that fail to embrace that transformation will find themselves at a competitive – and comparative – disadvantage. Ultimately, I reject the idea that AI innovation should be measured only by automation rates and replacement statistics. The real measure is better decisions, better customer outcomes, better employee experience, and better enterprise performance.

Our goal at Spitch is to guide enterprises in transforming customer interactions into a strategic growth engine. We solve the problem of fragmented, inefficient, and underutilized enterprise communications by applying collaborative agentic AI across the contact center – before, during, and after contact. That means not just individual customer journeys but trends across the contact center, operational and deployment efficiencies, surfacing new opportunities through analyses, and proactively supporting strategic decision making. What makes Spitch different is that we are building AI for enterprises that want more than efficiency. They want real transformation. They want systems that can scale, collaborate, and evolve with the business, supporting humans and enhancing human capabilities. That is where Spitch innovation is focused.

I spend most of my free time with my family and friends. I play classical and ragtime piano with my son. I brew beer at home with my wife and neighbors. I also try to spend several hours per week alone, riding my bike around Lake Zürich and swimming endless laps back and forth in Hallenbad City. I grew up by the beach in San Diego, California and the laps ensure that I can still catch waves when I have the good fortune to get out in the ocean. I spent about ten years in Japan before ending up in Switzerland, and I enjoy reading Japanese literature as well as manga. I gradually, glacially chip away at German.