You are currently Chief of Staff to LIQID’s VP Engineering. How would you describe your role, and what does a typical day look like?
I would describe the Chief of Staff role a bit like an air traffic controller: I help keep priorities clear, make sure the right information gets to the right people, and keep execution moving when a lot is happening at the same time.

In practice, I work closely with our VP Engineering, and the tech leadership on the topics that move us forward as a tech organization. This can range from leading specific projects such as integrating a new banking partner or driving hiring efforts to translating our long term strategy into concrete next steps. I also make sure our planning, actions, and calendars stay aligned with our overall strategy and goals.

No two days look the same, and that is exactly what I like about it.


You’ve been with LIQID for several years now and have taken on different roles. What has kept you motivated to grow your career here?
What has always motivated me about LIQID is that ownership, responsibility, and hard work are seen, valued, and rewarded. I have always felt that the organization, and especially the people, gave me room to learn and test myself, and encouraged me to take on more responsibility over time. That made LIQID a great place to start my career, because I had the opportunity to work on important initiatives early on.


You’ve grown within LIQID from Intern and Working Student to Digital Product & Strategy Manager and now Chief of Staff. What has enabled this development?
Definitely the supportive environment and the leaders I was able to learn from. Our Managing Director gave me the opportunity early on to stay after my internship as a working student and later hired me full time. The VP Engineering also trusted me early and brought me into his mission of transforming LIQID into a strong tech company. That is where I grew the most.

At the same time, it takes a lot of motivation and effort. I kept saying yes to tough challenges, learned quickly, and took responsibility.


As Chief of Staff, you work closely with the VP Engineering and across many teams. How do you help translate strategic priorities into execution?
For me, it starts with clarity: what are we trying to achieve, why now, and what does “done” actually mean. Then I break it down into the first real actions and decisions, so it stops being a strategy and becomes something teams can execute.

After that, I focus on keeping momentum: aligning early on trade-offs, removing blockers, and adjusting quickly when new information comes in.


Your background spans strategy, product, technology, and even public institutions. How do these different experiences shape the way you work today?
My educational background and different experiences have made me a generalist by choice. I have always been curious, and I mostly chose my next steps based on two things: where I could learn the most and who I could learn from.

Today, that helps me switch between contexts quickly. I can work across many topics, but I can also go deep when needed. For example, having worked hands-on in product taught me what it actually takes to bring a feature to life, including constraints, trade-offs, and the messy details of execution. That now helps me better understand what different teams need, where they get stuck, and what it takes to move things forward.


What are the biggest challenges when scaling a fast-growing WealthTech like LIQID from a technology and organizational perspective?
From my perspective, it all comes down to people. In a fast-growing setup, talent is the biggest lever and often the biggest bottleneck. Finding people who believe in the mission, fit the team, and bring the right experience is critical. At the same time, you need to scale without losing what made the company work in the first place. As teams grow, you need more structure, clearer ownership, and stronger processes, while still protecting culture, values, and how you collaborate. Getting that balance right is the real challenge.


How would you describe the collaboration between Tech, Product, and Business at LIQID?Anyone who has worked at this intersection knows the typical tensions: Business pushes Product to deliver the most important roadmap items, Product pushes Engineering to ship quickly, and Engineering pushes back when timelines or scope are not realistic.

What matters is how you handle that tension. At LIQID, strong collaboration means trying to understand the other side, being transparent about constraints, and focusing on what is possible. The best outcomes happen when we align early, make clear trade-offs, and find the right balance between speed, quality, and our strategic direction.


What skills or mindset do you think are essential for someone working in a role close to senior leadership, such as Chief of Staff?
In roles close to senior leadership, there are always more topics than time, and priorities can shift quickly throughout the day. What helps most is strong structure and prioritization, so you can focus on what matters and help others do the same. A big part of the job is turning complex, messy situations into a clear path forward.

The second core skill is reliability. These roles run on trust. If you say you will take something on, you need to follow through, deliver, and keep things moving, especially in a role this close to senior leadership.


What advice would you give to candidates who want to build a career at the intersection of technology, strategy, and leadership?
I am still relatively early in my career myself, but one thing I have learned is that genuine interest matters a lot. Be curious about the industry you are in, the company you want to work for, and the people around you. If you care about the topics and enjoy working with the team, you will learn faster and grow naturally over time. And you need to take initiative, put in extra effort when it matters, and stay open to feedback so you keep improving.