Turning complex technology into products people can rely on.

01 — ANYbotics · Robotics & Physical AI

From Research to Product

Turning robotic manipulation into a product direction.

The challenge

Industrial robots need to move beyond perception and navigation to perform increasingly complex tasks in real-world environments. Turning an emerging robotics capability into a meaningful product direction requires alignment between customer needs, technical possibilities and engineering execution.

My role

As Senior Product Manager at ANYbotics, I drove product strategy and early development for robotic manipulation capabilities for ANYmal, with a focus on autonomous inspection and maintenance in industrial environments.

What I did

• Owned system requirements definition and milestone planning
• Translated customer requirements into technical execution milestones
• Aligned Product, Engineering and external research partners
• Led a manipulation-focused research collaboration with ETH Zürich
• Coordinated cross-functional execution and strategic partnerships
• Supported technical documentation and product direction

Outcome

The initiative culminated in a public manipulation demonstration at a major robotics conference, creating a concrete showcase of the capability and a basis for further product development.

Robotics Product Leadership · Physical AI · Product Strategy · Requirements · Research-to-Product Translation · Cross-functional Leadership

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02 — ANYbotics · Product & Commercial Execution

From Product Strategy to Global Launch

Turning AI-powered robotics into launch-ready products.

The challenge

Bringing AI-powered robotics products to market requires more than technical development. Product, Engineering, Sales and Leadership need to align around customer needs, product requirements, delivery readiness and commercialization.

My role

In a product marketing capacity at ANYbotics, I help drive cross-functional execution of global product launches and commercialization programs for AI-powered robotics systems.

What I do

• Coordinate Product, Engineering, Sales and Leadership
• Translate customer and market inputs into structured product requirements
• Connect product requirements with engineering roadmap planning
• Manage cross-functional delivery readiness
• Coordinate documentation, stakeholder alignment and release preparation
• Establish external feedback loops supporting product validation

Outcome

This work connects product strategy, engineering execution and commercial readiness, helping global teams move AI-powered robotics products toward launch and customer adoption.

Robotics Commercialization · Product Launch · Customer & Market Insight · Product Requirements · Cross-functional Execution · Product Readiness

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03 — Hocoma · Digital Health & Connected Hardware-Software

From Innovation to Commercialization

Building a connected product in a regulated environment.

The challenge

Developing and commercializing connected digital health products requires alignment across technology, clinical requirements and commercial needs — while operating in a regulated environment.

My role

As Global Senior Product Manager at Hocoma, I led one of the company's flagship innovation programs from concept and prototype through commercialization, working across engineering, clinical and commercial teams.

What I did

• Led end-to-end product delivery
• Coordinated multidisciplinary engineering, clinical and commercial teams
• Conducted market analysis and customer discovery
• Worked with key opinion leaders, healthcare providers and strategic partners
• Shaped product strategy around validated customer needs
• Supported product adoption and commercialization
• Initiated the company's first AI-powered predictive-maintenance proof of concept

Outcome

The program contributed meaningfully to medical device sales and opened a recurring software revenue stream through the connected product portfolio. The predictive-maintenance proof of concept demonstrated a clear reduction in operational costs alongside an improvement in customer satisfaction.

Product Lifecycle Leadership · Commercialization · Connected Products · AI · Customer Discovery · Regulated Environments · Cross-functional Leadership

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The challenge

Digital platforms often depend on an ecosystem of technology and strategic partners. The challenge is determining which partnerships create real product and business value, and building a model that can scale.

My role

As Product Manager and Strategic Alliances Manager at Huma Care, I joined the early product team developing the third-party ecosystem strategy for a global digital health platform supporting virtual care, decentralized clinical trials and digital therapeutics.

What I did

• Defined and executed third-party product and partnership strategy
• Conducted market, competitor and customer analysis
• Identified growth opportunities
• Developed business cases and partnership models
• Aligned Product, Commercial and Executive Leadership
• Secured strategic collaborations

Outcome

The partnerships developed represented a meaningful pipeline of potential collaborative value for the platform.