About
A translator between technical execution and business strategy.
At my core I solve problems — a customer pain point, a broken process, a security vulnerability. Most of my career has been spent in the gap between what engineering is building and what the business needs it to be worth, making each side legible to the other.
Curiosity is what took me out of Romania seventeen years ago. Since then I've lived and worked in five countries and moved across industries and functions — consulting, logistics, enterprise market research, ed-tech, and now six years in security and internet infrastructure. I've worn the operations, sales, engineering, and product hats. I'm a generalist, and I treat that as the advantage: complex, unpredictable problems reward people who can connect ideas that don't obviously belong together.
The last stretch has been about turning hard technical problems into commercial wins in threat intelligence, brand protection, and cybersecurity — domains where the buyer is an expert, the competition is well funded, and a product that only demos well doesn't survive its first renewal. I have a particular appetite for orphaned products: taking an internal tool nobody owned and commercialising it into something thousands of customers use every month, relaunching a stalled platform so it earns more in a quarter than it did in a year, or making the unpopular call to deprecate work that's only holding a team hostage.
I don't name clients or former employers here. What carries over is the pattern recognition — how launches fail, how roadmaps drift, and how a strong engineering team ends up building the wrong thing very efficiently.
I now do that work fractionally: embedded with a small number of companies at a time, with a clear brief, a fixed shape, and a plan for handing it back.
Track record
- —Fifteen years across product, consulting, sales, engineering, and operations — most recently six years in security and internet infrastructure.
- —Took an internal scanning tool nobody owned and commercialised it into a product used by thousands of customers a month, doubling a full year of usage in the first months of the next.
- —Relaunched a threat events platform that made more revenue in one quarter than it had in the whole previous year.
- —Patent submitted for turning raw network telemetry into actionable threat intelligence.
- —Multiple products taken from zero to one — first release through to a paying customer base — plus the harder calls to deprecate the ones that shouldn't exist.
- —Helped millions of people learn a language at a small ed-tech company; ran research and advisory work for enterprise clients before that.
- —Product teams built and led across distributed, multi-timezone organisations.
- —Regular main-stage speaker on disrupting threat-actor infrastructure; five languages, five countries lived and worked in.
Domains
How I work
I work close to the people building. That usually means being in your standups, your tickets and your customer calls rather than reviewing a deck once a fortnight. I'll switch from coaching a new joiner in the morning to presenting to a CEO or a CISO in the afternoon, and I'll keep the story consistent in both rooms.
I'm comfortable being the only person in the room who disagrees, and comfortable being the only woman in it. I've spent enough time across cultures and languages to know that most product disagreements are really translation problems.
- Outcomes over output. A roadmap that lists features is a to-do list, not a strategy.
- Close to engineering. At heart I'm an engineer who codes occasionally; product decisions made away from the people building them don't survive contact.
- Evidence before conviction. Talk to customers weekly, decide with what you learn.
- Translate in both directions. My job is to make the engineering work legible to the business, and the commercial reality legible to engineering.
- Adopt the orphans. Every company has a stalled product nobody owns. Give it a home or shut it down — leaving it to rot costs more than either.
- Manage uncertainty gracefully. Calm on the surface, working hard underneath, so the team can keep making decisions.
- Leave capability behind. Success is your team doing this well after I've gone.