FOR BOARDS & LEADERSHIP TEAMS
Independent judgment for ophthalmic board decisions.
I help boards and executive teams test scientific evidence, clinical relevance, product strategy and commercialization assumptions before major commitments. The work begins with a defined decision—whether to invest, develop, partner, scale, redesign or pause.
01
Evidence
What is demonstrated, which assumptions remain untested and what could change the decision? Examine the relevance and limits of the clinical and technical evidence.
02
Differentiation
Which patient or clinician benefit matters against current alternatives? Connect the technology’s strengths to a credible product and portfolio position.
03
Adoption
What must work in practice for repeated use? Examine training, workflow, patient experience and the economics of delivery.
04
Next milestone
Which uncertainty should be resolved before the next commitment? Define the evidence, decision threshold, owner and timing.
DEFINED OUTPUTS
Clarity the board can act on.
Depending on the question, a focused engagement can produce:
- A decision memo: the choices, supporting evidence and material assumptions.
- An evidence-and-risk map: established findings, gaps and consequences for the decision.
- A board workshop: structured challenge and alignment on the next commitment.
- A milestone roadmap: the evidence, responsibilities and decision points needed to progress.
Scope, availability, outputs and potential conflicts are agreed before an engagement. A board appointment is a separate discussion.
EXPERIENCE BEHIND THE JUDGMENT
Science, company building and governance.
My experience includes board and advisory work with SCHWIND eye-tech-solutions, a board role at Pallas Kliniken, founding and chairing IROC Science to Innovation AG, and co-founding Vivior, where I formerly chaired the board.
Investment perspectives include chairing INIVEST AG and former board membership at ANREPA Asset Management AG. These roles complement my work translating ophthalmic technologies into clinical use.
View the complete leadership and board experienceSend a short, non-confidential overview of the decision, your organization, intended timing and the uncertainty you want to resolve.
An introductory discussion establishes whether my experience is relevant and what a useful engagement would deliver.
Related reading: seven questions before scaling an ophthalmic innovation.