About
I drive international business growth and strategic partnerships in digital identity and government technology, combining commercial leadership, cross-cultural expertise and a deep understanding of complex public-sector markets across Europe and Africa.
I have spent more than eighteen years working where technology meets public institutions. My role is to align three things that rarely move at the same pace: what a government needs to achieve, what a technology can reliably deliver, and what a commercial agreement can sustain over many years.
Today I am Vice President of Sales, Europe & Africa, at Laxton Group, a provider of biometric identity solutions for national ID, border, passport and voter registration programmes in more than fifty countries. I lead our commercial business across the region, from market development and partner selection through to contract execution, and I sit on the leadership team.
Much of my work takes place at senior government and ministerial level. It involves long negotiations, responsibility for project P&L and commercial approvals, and the coordination of technical, commercial and delivery colleagues across several countries at once. Before joining Laxton, I ran NEC's operations in Romania as Country Manager and led its public safety business across Eastern Europe.
Experience has taught me that national identity, border management and electoral technology are never purely technology projects. They succeed when institutions trust the people they work with, and when the plan holds up in the field through political change, difficult logistics and, at times, severe weather.
How I work
Developing markets, building business and creating strategic opportunities across diverse regions.
I work across markets in Europe and Africa, each with its own institutions, procurement rules and pace. My role is to find where a real need meets what we can deliver, and to build the partnerships that make a market sustainable rather than a single transaction.
Working effectively with governments, public institutions, partners and decision-makers in complex environments.
Much of my work takes place at senior government and ministerial level. It requires patience, discretion and an understanding of how decisions are actually made inside an institution, especially when political or operational conditions change during a programme.
Balancing growth ambitions with pricing, commercial governance, contract structure and project economics.
I hold project-level P&L accountability and commercial approval on multi-year programmes. That means weighing pricing, cost, margin and risk before committing, and accepting that the right commercial decision is sometimes not to bid.
Understanding how identity technologies and public-sector systems affect access, inclusion, mobility and institutional performance.
A national identity or border programme changes how people reach public services, travel and take part in civic life. I keep that in view throughout a commercial process, because programmes succeed when the technology works for the people it is meant to serve.
Executive expertise
Education
Bachelor's Degree, Accounting and Information Systems Management
Valahia University, Romania · 2003 to 2007
Leadership Philosophy
The principles behind how I lead commercial teams, negotiate with institutions and decide which opportunities to pursue.
Building credibility through consistent execution, transparency and long-term relationships.
Governments invest in identity systems for decades, not quarters. A relationship is tested less at the signing ceremony than in the months that follow, when timelines shift and conditions change. I aim to be someone whose word holds in both moments: clear about what can be delivered, candid when something is at risk, and present long after the contract has been announced.
Balancing market opportunity, customer value, financial discipline and delivery capability.
A healthy pipeline is not the same as a healthy business. Every opportunity has to be weighed against margin, risk, the capacity of the delivery team and what the customer genuinely needs. Holding P&L responsibility has taught me that the most valuable commercial decision is sometimes not to bid.
Measuring success not only through commercial achievements, but through the value of the technology and services delivered.
Behind every programme there are people: a citizen receiving a first identity document, a care home resident who no longer needs to travel to be registered, a traveller crossing a border safely. I am accountable for contracts and pipeline, and I take that seriously. They remain a means to an end, not the end itself.