Twenty-Six Systems was built after working both inside life-science instrumentation sales and in commercial consultative roles supporting major pharma organisations.
I spent four years at Optics11 Life, first selling complex scientific systems across EMEA and later managing an international commercial team. I then spent more than four years at Agilent Technologies as Senior Service Product Specialist for Northern Europe, working with commercial teams and major pharma, biopharma, and biotech accounts on complex service programmes.
Those two experiences shaped Twenty-Six Systems in different ways: one showed me where life-science instrumentation teams often need stronger commercial discipline, while the other gave me a clearer view of the expectations inside major pharma organisations.
See what may be holding your team back.
Take the Commercial DiagnosticFull commercial cycle across EMEA — lead generation through close.
Led an international commercial team.
I joined Optics11 Life when the company had around twelve people. My initial role was Sales Engineer for EMEA, covering the full commercial cycle: lead generation, cold outreach, qualification, follow-up, and remote and on-site demonstrations.
I then took on the manager role and led an international team of around ten people, including two in the United States and a distributor in China. There was no real commercial training structure in place — I had to build one quickly. That became one of the direct triggers for Twenty-Six Systems.
Commercial support and training across Northern Europe. Direct exposure to major pharma, biopharma, and complex laboratory environments.
At Agilent, I worked across Northern Europe in a role that combined commercial support, training, and complex service programmes.
In practice, this meant supporting account managers, training commercial teams, and contributing to complex service programmes involving lab relocation, enterprise asset management, and digital monitoring of scientific equipment.
That role gave me direct exposure to larger pharma and biopharma environments, more complex stakeholder structures, and the strategic decisions behind major capital investment.