No standard solutions. No pre-packaged answers.
How a collaboration looks depends on the situation — not on a product catalogue. What remains constant: a clear mandate, defined outcomes, and direct communication.
I work with a limited number of clients at a time — deliberately, because real strategic work requires attention that cannot be scaled arbitrarily. The start of a collaboration almost always begins with a conversation in which we jointly clarify what the situation actually requires. The right format follows from that — not the other way around.
Three ways of working together
Strategic Engagements
When executive teams have a specific strategic question — about positioning technological developments, developing new business models, or preparing a transformation decision — and need external perspective and experience not available internally.
- Compact, clearly scoped engagements with a defined outcome
- Intensive collaboration with the leadership team: analysis, option development, decision preparation
- No final reports that disappear into a drawer — but decision foundations that are actually used
- Suitable for: executive teams, shareholders, investors
Executive Sparring
When strategic technology and transformation questions cannot be fully thought through internally — because the specific knowledge is missing, because there is no time for structured reflection, or because there are topics that cannot be openly discussed within the organization.
- Regular conversations as a structured thinking partner for the executive team (typically 2–4× per month)
- No pre-set agenda — but questions, perspectives, and experience from comparable situations
- Confidential framework — discreet, at eye level, without vested interest in any particular solution
- Suitable for: CEOs, managing directors, shareholders
Interim Transformation Roles
When a transformation requires operational leadership from within — and that is not available internally. Typical situations: building a new technology or data organization, leading a complex transformation program, bridging a leadership gap in a strategically sensitive phase.
- Temporary operational responsibility within the leadership team — with full commitment and a clear mandate
- The handover point is defined from the outset
- Selective deployment — only when the situation genuinely warrants it
- Suitable for: companies in critical transformation or transition phases
How a collaboration begins
First Conversation
A non-binding conversation of 45 minutes. I listen, ask questions — and give an honest initial assessment of the situation. No pitch, no standard presentation.
Situation Analysis
If a first conversation shows potential, I take time for a deeper analysis of the situation — before recommending a format for collaboration.
Clear Mandate
We jointly define goal, scope, timeline, and outcome. No open-ended arrangements. No creeping expansion.
Work
The actual collaboration — direct, structured, with regular check-ins and clear interim results.