At fourteen I was running a clan of sixty people in an online strategy game — most of them older than me, none of whom I had ever met. We coordinated raids after homework, argued tactics, fell out and made up. I did not think of it as leadership. It just turned out I liked being the one who held the thing together.

Talent loses to a group that moves as one.

School ran on numbers. I finished top fifty in the country in mathematics and top twenty in physics — close enough to the front to stay hungry, never quite first. The same years I captained the basketball team, where the lesson from the game came back louder: talent loses to a group that moves as one.

None of it looked like preparation at the time. Only later, building a company, did I see that it had been.

TechWolf builds the AI infrastructure layer for skills: it reads what people can do from the work they already do — no surveys, no self-assessment forms. The engine runs at companies like HSBC, GSK, bp, Booking.com, United Airlines and Workday, which rolled it out across its own 20,000-person workforce in 2025. The Series B put SAP, ServiceNow and Workday on the same cap table for the first time. Roughly a hundred people, from Ghent to New York.

Still being written — the parts that don't fit a résumé.