Tell us about your professional experience before discovering The Corporate Governance Institute

Before discovering the Corporate Governance Institute, I spent over 20 years as an operator and executive in the automotive and mobility sector across Europe, US, China, and the Middle East, followed by founding Qì Advisory, a boutique strategic advisory firm. I held senior leadership roles with global OEMs including General Motors, Mercedes-Benz and Audi, focusing on market entry, network transformation and commercial strategy.

At Qì Advisory, I advise shareholders, boards and executive teams on governance, execution and strategic transformation. This combined operator and advisor perspective exposed me directly to the governance challenges of scaling organisations and reinforced the importance of structured oversight and accountability.

What challenges or opportunities were you facing in your career or on your board before taking our course?

As an advisor to shareholders and executive teams through Qì Advisory, I was increasingly engaged in board-level discussions around governance, decision rights and oversight in fast-scaling environments. At the same time, AI was emerging faster than most boards could fully understand or supervise. The challenge was bridging this knowledge gap and ensuring responsible, informed oversight.

Why did you choose to study for the Diploma in Corporate Governance with us to help with these challenges/opportunities?

I chose the Diploma in Corporate Governance to complement my operator and advisor experience with a formal, structured governance framework aligned with international best practice. Through Qì Advisory, I work closely with shareholders, boards and executive teams navigating rapid growth, transformation and increasingly complex risk landscapes, including AI. I wanted to strengthen my ability to support boards not only from an execution perspective, but from a governance standpoint grounded in clear principles, accountability and oversight. The TCGI’s practical, board-focused approach and global perspective made it particularly relevant, enabling me to translate governance theory directly into real-world board and shareholder environments.

Can you describe any particular elements of the course that stood out to you or made a significant impact?

The most impactful element of the Diploma was the clarity on the interplay between board and CEO, particularly how governance structures shape strategic direction, accountability and execution. This became even more relevant in the context of AI, where boards must oversee not only risk, but also capability, talent and long-term strategic positioning in rapidly evolving environments.

How has completing this course influenced your career, leadership approach, governance or ESG skills?

Completing the Diploma significantly strengthened my awareness of governance as a system of clarity, not control. It sharpened my understanding of the distinct roles between board and executive and how disciplined governance enables better, faster decisions. It also increased my attention to structural detail, from decision rights to oversight mechanisms and risk accountability. In my work with Qì Advisory, this translates into more precise guidance to shareholders, boards and CEOs, ensuring governance frameworks are not theoretical, but operational and effective. The course has also reinforced the importance of governance in areas such as AI adoption, ESG and sustainable long-term value creation.

What did you find most beneficial about studying with the Corporate Governance Institute?

The most beneficial aspect was The Corporate Governance Institute’s ability to translate governance from theory into practical application. The course provided clear frameworks, real-world context and a structured lens to assess board effectiveness, decision-making and oversight. It strengthened my ability to engage confidently with boards and support governance as a driver of long-term performance.

What advice would you give future learners wishing to pursue the Diploma?

Approach the Diploma not as a theoretical exercise, but as a practical lens on real governance situations. Continuously connect the material to your own board, leadership, or advisory experience. The value comes from applying the principles immediately, strengthening your judgment and developing the confidence to contribute meaningfully at board and shareholder level.