Build today
what holds tomorrow.
Crisis, restructuring, a leadership gap, succession: when several things press at once, a company does not need another analysis. It needs someone who leads and has done it before — as an advisor or as a leader on a temporary basis.Many mid-sized companies have been in a state of exception for years: markets turn, costs rise, technology and AI press in, key people are missing. These are the situations I work in — with experience across strategy, marketing, technology and operational leadership, most recently as CEO of a marketing agency with more than 100 employees (About me ↗).Today I take on mandates for owners of mid-sized companies, investors and executive teams.
Engagements start with the situation, not with the method.
Six situations cover most of what companies come to me with — from a sudden collapse in results to an orderly succession. Each heading opens to the specific services behind it.
Crisis & special situations
When the issue is not optimisation but the ability to act: a collapse in results, liquidity pressure, a leader falling away, public scrutiny. In these situations what counts is speed, sequence and a cool head.
Transformation & restructuring
When the business model is under pressure, when cost and structure no longer match revenue, or when two organisations have to become one. What decides the outcome is less the target picture than the path to it: what comes first, what deliberately waits, and whether the organisation can follow.
Growth, marketing & sales
When the business runs but does not grow — or when the market moves faster than your own presence. In many mid-sized companies marketing and sales are the thinnest area; for me they are a profession.
Technology & AI
Technology decisions have become a matter for the top — but rarely a competence at the top. Investments, architecture, AI: this calls for your own judgement rather than trust in vendor promises.
Succession & change of ownership
A change of ownership is the most delicate moment for a mid-sized company — and for investors the moment when value is created or lost. I work on both sides of the table: with owners and with buyers.
Leadership & organisation
Whether strategy arrives in daily practice is decided by structures and leadership. Usually the problem is not the org chart but unclear accountability.
Interim Management and fully accountable leadership.
When a key role is vacant or a phase demands more leadership than the organisation has — a vacancy, a turnaround, an integration, a build-up. I take the role in full, with targets, team and accountability for results, and hand it over in good order.
I take these mandates on personally, subject to availability — or I place them from a large network of executives and experts.
Strategy, people, technology: I come from all three.
Application developer, strategy consultant, marketer, CEO. Six years of leadership and P&L responsibility in a marketing services firm, three of them as CEO. Before that, seven years in strategy and marketing roles in the pharmaceutical industry and five years in strategy consulting focused on pharma, biotech, chemicals and industrial goods.
Technology is not a department for me, it is a habit. A tech nerd at heart, I started in code and never stopped reading up and trying things myself. That is why I judge technology decisions from my own experience: what an undertaking really costs, where architecture decides success, when a vendor promises too much. As CEO I led IT migrations and an AI transformation — I use the tools I advise on myself.
Sorted out in 30 minutes.
Reach me by phone or email. Or book a slot directly — by phone, by video or in person. Confidential and without obligation. You describe your situation; I give a first assessment and propose a way forward. And I say so openly if I am not the right person for it.