Caterpillar condition-monitors more than 1.6 million connected assets and raises the flag before a failure gets expensive. Your ad asks for that same discipline on the solutions portfolio in Growth Regions. Building that visibility loop for leadership teams is what I have done for ten years, and with the AI tooling I use daily I build it in days, not quarters.
Your posting asks the new hire to "develop and share solutions health and effectiveness reporting" and to make sure "action items are recorded with follow up". Anyone who has sat in a leadership meeting knows what that second line means. Decisions die in the minutes. Here is the week-one work product, a one-page health report for the CS&E leadership team, treating each solution line the way Cat Digital treats a machine.
Worked example. Readings are illustrative; benchmarks are Caterpillar's published figures.
One page, monthly, to the VP of CS&E
CVA attach on new machine sales: 54% and rising · enterprise benchmark: over two thirds
Attach is below the published enterprise rate but trending up in three of five districts. No intervention; the gap closes on the current path. Re-read next month.
Machines connected: 82% · customer accounts activated: 31%
The machines report in; the customers never log in. Connected-but-not-activated is dead telemetry, and customers who do use the digital tools spend up to 33% more on aftermarket services. This is the sick solution, and it hides behind a green connectivity number.
Dealer storefronts live: on plan · enterprise reference: $15M+ in sales per day
Rollout is on schedule and order share grows month over month. Nothing needed beyond the standing cadence.
The same fault, two reporting regimes. It is the argument Caterpillar itself makes to machine owners. Catching a fault early is the whole value of monitoring.
Caught at the quarterly business review, day 84. The activation gap has run for a full quarter. The dealer sprint that could have fixed it starts next quarter, and the aftermarket revenue those activations carry is pushed out with it.
The timing is illustrative, set without inside knowledge and rebaselined in week two. Either way, a quarterly deck reports history and a health page triggers action.
Intervention order · to the VP of Customer Solutions & Engagement
The move: a dealer-by-dealer activation sprint run with Cat Digital, starting with the ten dealers holding the largest connected-but-inactive fleets. Owner named, date fixed, and the item returns to this page every month until activation crosses the line, so it cannot die in the minutes.
Another dashboard. Helios already processes more than 50 billion data points a month; the region does not lack data. What is missing is one agreed metric per solution, a committed threshold, and an owner-date-forum loop behind each flag. The report stays one page, because a report leadership actually reads beats a system nobody opens.
This application, the site, the report, the CV, was designed and built by me with the AI toolchain I use every day, Claude Code included. The same way of working is how I would draft your reporting formats, meeting packs and strategy documents. A working version in days, then sharpened with the people who use it.
At Swiss Post I lead the projects critical to the unit's AI strategy and carry them from opportunity sizing to a prioritised roadmap with KPIs. The C-level sees working, clickable prototypes I build myself, not slide descriptions, and decisions land in one meeting instead of three.
Swiss Post, since Jan 2026. Cut time spent on sales by 30% through automation; cut proposal feedback loops by 90% with a pitch-check tool I built.
I have been the bridge role this ad describes: between UBS and Baloise senior stakeholders and an internal product team at Brixel, between C-level and a cross-functional team on a CHF 100M+ e-commerce business at Ifolor, and between founders, a corporate parent and investors in the Migros venture world through two funding rounds.
Brixel 2023 to 2024 · Ifolor 2024 to 2025, +9% conversion, +15% checkout step rate · WePractice 2020 to 2023, 10 locations, 23 people.
I have never sold or serviced a machine. Your ad's industry requirement I meet through finance, insurance innovation at Die Mobiliar, financial-institution partnerships at Brixel, and an accounting start at Kuoni and AMAG. The equipment vocabulary is learnable, and I learn fast in unfamiliar business models. What I bring on day one is the craft the role actually runs on: critical projects, executive communication, follow-through. And the Dubai base is not a hurdle: my partner and I are planning the move to Dubai.
Die Mobiliar 2017 to 2019 · Sparrow Ventures 2019 to 2022, fast into unfamiliar models · Swiss citizen, available with notice.
Leads AI-driven business models end to end. Cut time spent on sales by 30% through automation and AI; cut proposal feedback time by 90% with a pitch-check tool she built. C-level proposals delivered as working prototypes.
Built smedium to first clients and grew Pedal Peak, her live cycling platform. Deep AI tooling work: LLM-built tools, prompt engineering, agent automation.
Owned the e-commerce ecosystem of a CHF 100M+ business, reporting to C-level. +9% conversion, +15% checkout step rate through research, testing and analytics.
Owned partnerships with UBS and Baloise; the bridge between senior client stakeholders and the product team.
Health venture founding team: two funding rounds, scaled to 10 locations, 23 people, 170+ customers, 1000+ client matches in year one.
Growth and go-to-market for several internal startups, validation through scale-up.
Three market pilots from MVP to launch inside a large insurer: Smide, XpertCheck, Lizzy. Facilitated design thinking experiments; coached cross-functional teams.
Product marketing and trade marketing at Promena, Cruspi and Domaco; accounting at Kuoni and AMAG; commercial apprenticeship at Bridgestone. Budgets, reporting, pricing, discipline with numbers.
I am Swiss, based in Zurich, and my partner and I are planning our move to Dubai. I have spent my career a level below the headlines, as the person who turns a leadership team's intentions into a plan with owners and dates, and then makes sure the plan survives contact with the quarter.
Outside work I ride bikes long distances through hard country. In 2025 that meant bikepacking through Togo and Benin.