Everything I do starts with one question: what needs solving? Sometimes one sharp day with your team is enough. Sometimes I take the helm myself.
Sooner or later, growth companies run into the same thing. The ambition is big, yet the organisation isn't moving at the pace it needs.
That's where I start: with what is really going on. Only then do we choose the shape that fits.
When it's complex, I simplify. When it's stuck, I move it forward.
For when the strategy is there and the team still isn't aligned.
Many teams have been circling the same choices for months. Everyone senses it could move faster, yet the decision stays on the table. And the ambition hangs in the air, without anyone knowing quite what it means in numbers.
I prepare the day thoroughly, with your team's own answers and your own figures. On the day, I keep bringing the conversation back to what matters. I ask the questions nobody inside asks anymore.
For companies with a big ambition that feel one day won't be enough.
Doubling or quadrupling a business doesn't happen with a plan written in the boardroom. It has to be carried by the people who make it real every day. Otherwise it becomes a nice document in a drawer.
Over a few months we build the plan together. First I speak with every member of the leadership team one-on-one. Then come three working days, and in between, project groups from your own organisation get to work. Everything comes together in a private client portal.
My way of working has a name. BRIGHT is the model I developed from the CEO's chair. It looks at your company from six sides, always starting from what the company is there to achieve. Anyone may see the model. How I apply it comes from years at the helm. Clear minds. Bold moves. One team.
What do you want to win, and what do you stop doing?
Who decides what, in the team and around the table.
What you stand for, inside the company and out.
Every choice measured against the growth you want to make.
A team that can handle the hard conversation and move on together.
The rhythm in which decisions become results.
For when you need an experienced CEO, for a while.
A CEO leaves unexpectedly, or the company stalls and something has to happen fast. That is not the moment for someone who starts with a six-week study.
I take the helm, bring calm and set the course. Meanwhile I build the team that will soon carry it on its own. Once the permanent leader is in place, I hand over.
For investors who need senior firepower in their portfolio.
A portfolio company grows slower than the plan promised. The CEO carries too much alone, or the buy-and-build doesn't get going. That calls for someone who knows the work from the inside.
I know the full cycle from experience. Ten years as Group CEO of YoungCapital, then Group CEO of Circle8 under Axiom Partners, where I helped shape the buy-and-build from Zurich. I work alongside the portfolio CEO, as sparring partner or hands-on where it's needed.
Growth companies need the right leader and a stage for their story. So next to my own practice I built two platforms.
Board and C-level search for organisations building what's next. A CV tells you what someone has done. We want to know who someone is when things get difficult.
When a conversation with me shows you need a permanent leader, I bring in the ELiN team.
A platform on leadership in growth companies, built on the seasons from my whitepapers. Founders and CEOs of scale-ups tell their story there, placed in the season their company is in.
It is also a stage for your story. Have your company featured in a conversation or publish your own news. It stays online and is made to share on LinkedIn.
A first conversation usually takes half an hour. Often we know within ten minutes which shape fits. And if nothing fits, I'll tell you that too.