Yvonne Gaissmaier
Advisory
Advisory & Implementation
We start where you are, and stop when it's running.
Strategy and focus
When this fits.
You're asking yourself whether the strategy is ambitious and clear enough. How to move your teams from firefighting to more strategic ways of working. Or the world has turned and what used to work no longer does.
How we tackle the problem.
We sharpen the critical few questions together: where do want and need to go, where do we play, how do we win? Which breakthroughs move us forward, and which capabilities do we need for them? Across the whole company. How do we execute with discipline, what comes first and what do we stop?
What you get at the end.
A strategy with a clear plan, supported by teams at all levels, and a structure that delivers it in the day-to-day rather than in a big programme.
Timeline.
Getting started is manageable: three to four weeks for the assessment and prioritisation. What comes next depends on what we're dealing with.
Commercial firepower
Growth Health Check: concise assessment
When this fits.
Growth has stalled, or you're growing more slowly than the market or less profitably than the value creation plan requires. You see the symptoms, but not yet exactly where it's stuck.
How we tackle the problem.
Growth Health Check as a compact assessment. Fact-based analysis of strategy and commercial performance, self-assessment by teams and leadership, conversations with customers, former customers and functions.
What you get at the end.
The few levers that really matter right now, with potential impact and priority, and a clear proposal for the next steps.
Timeline.
Around four weeks, depending on the data and on availability.
Straight into commercial execution
When this fits.
You already know what's causing the lack of growth, from the Growth Health Check or other analyses. You don't need more ideas; you need hands-on experience and capacity to deliver.
How we tackle the problem.
I work with your teams across the commercial system, from demand and offering through value and price to customer retention. We use real situations to find the root cause and put the foundations for value creation in place. We improve ways of working, standards and accountabilities step by step until we reach the target performance. We build new capabilities through targeted on-the-job training.
Typical themes: sales control tower, go-to-market, price/margin optimization, sales steering, key account management, customer loyalty. Or specific capabilities such as funnel management, product lifecycle management or launch excellence. AI belongs here too, as a business project: clear goal first, then use case, then the business process, then the workflow with AI.
What you get at the end.
Growth that sticks, and an organisation that keeps the new ways of working going on by own. I step out when it runs steadily without me.
Timeline.
Usually four to eight days a month over several months, alternating between working sessions on site and support in between. The exact shape depends on where you are.
Fractional and interim
Where delivery calls for temporary operational responsibility: a gap in commercial leadership, a transformation that needs an experienced hand, an integration after an acquisition. Same work, different role. Selective and by arrangement.
Areas of expertise if you want the detail: Growth & Value Creation: Sales Strategy, Value Creation Plan, Go-to-Market, Commercial Excellence, Voice of Customer, Total Revenue Management, Pipeline & Funnel Management, Global Key Account Management, Value Selling, Sales Effectiveness, Price & Margin, Contract Management, Customer Satisfaction/NPS/CSAT, Customer Loyalty. Strategy & Execution: Growth Strategy, Classic Strategy Frameworks, Scenario Planning, Hoshin Kanri, Play-to-Win, OKR. Product & Development: Launch Excellence / New Product Introduction (NPI), Product Lifecycle Management, Design Thinking, Jobs-to-be-done, Stage-Gate, Risk Management, Phase-out, SKU Reduction. Executive Leadership & Transformation: Corporate Governance, Target Operating Model, Team #1, Leadership Routines, Control Towers, Immunity to Change, KPIs & Scorecards, Maturity Assessments, Project Management/PMO. Business Systems & Continuous Improvement: Toyota Way, Lean Sales, Lean Development, Gemba, Hoshin Kanri, Obeya, A3 Thinking, Standard Work, Visual & Daily Management, Kaizen, Value Stream Analysis, Coaching Kata, (Visual) Project Management.
What I see and do (differently)
What people expect
Analysis, slides, recommendation, invoice.
A big programme, structural projects, heavy IT investments.
Reports and a growing PMO structure.
What actually happens
I work with your teams, not over their heads.
We put the system in order and get stuck in together.
Result: an organisation that can do more and keeps going on its own.
Change conditions, not people.
Everyone wants to do a good job, and does, within the system and conditions they're given. So improving means changing the conditions, not the people. I work on the system so teams can do their job better, rather than just doing more of it or working harder. And I start by getting more out of what's already there.
Results that stick.
I move things from intent to capability and delivery: clarity and ambition, specific initiatives, disciplined follow-through. Results only last if the team is behind them and can see the value. So I work in a way that enables teams to keep the new way going themselves.
See what that produces