Advisory & Transformation
From problem statement to implementation, so it sustains.
Where I start and how I work.
Three steps, one path
Start where you are and stop when it runs stable.
Growth Health Check
Something isn't working, but you're not sure what or why.
An experienced outside view and a compact diagnostic show your specific key levers.
The Health Check combines a fact-based analysis of strategy and commercial performance, a self-assessment by the team and leadership, and on-site conversations. Depending on the situation, the focus is on strategy or commercial firepower.
Output: the few levers that really matter now, and a clear proposal for next steps.
Evolving the strategy
You question whether the strategy is ambitious enough, clear enough and possible to execute.
Sometimes the strategy isn't there yet. Sometimes it exists on paper but not in the heads of the teams. Or the world has moved on and what used to be true no longer fits. At the core, it is always about creating clarity that has a real impact on the daily work.
Together we sharpen the few questions that matter: where do we want (or need) to go, where do we play, how do we win? Which few breakthroughs move us forward, and what capabilities do they need? What does that mean for our go-to-market? Instead of slides, we get a strategy the teams stand behind at every level, and that actually gets executed day to day.
The lean way in, rather than a large programme. Focused, fast, with a clear result.
Driving impact
When specific levers are stuck.
Growing again
Growth has stalled.
I work with the teams on the cross-cutting levers that get the engine running again: go-to-market, opening up new markets, commercial operations, sales optimisation and launch excellence.
Or we build up specific capabilities in sales, product or R&D that are missing or not working well: funnel and key account management, pricing, product lifecycle management.
Growing better
You are growing, but not fast or profitably enough.
Here I work mainly hands-on, derived from the strategic breakthrough goals: reducing losses, sharpening the offer and the target customers, lead optimisation, and getting commercial processes and interfaces in order.
AI belongs here too, as a business project: a clear goal first, then the process, then the workflow with AI.
We stop when the system runs efficiently, no matter the stage.
What I see and do (differently)
What people expect
Consultant = analysis, slides, recommendation, invoice.
Transformation = big programme, structural projects, IT, relocations, an overloaded organisation, a lot of effort, and not much of it sticks.
What actually happens
I work with your teams, not around them. We get the system working and do the work together.
When I leave, what stays behind is not a report, not a PMO team and not an abandoned programme. It's an organisation that can do more, works smarter and carries on by itself.
System, not symptom.
Many problems look like market or sales problems, but aren't. Sales is the end of a chain. When not enough gets there, the cause usually sits further upstream: in the strategy, in how functions work together, in structures that no longer fit. I look at the whole system, not just the symptom.
Change conditions, not people.
It starts with respect. Everyone wants to do a good job, and does, within the conditions they are given. So improvement means changing the conditions, not the people. I work on the system so that people can do their job better, not just more of it or run harder. And I get more out of what is already there before starting something new.
Results that sustain.
I help translate intent into capability and action: clarity and ambition, concrete initiatives, consistent follow-through, results. Those results only hold if the team stands behind them and can see the value. So I work in a way that makes teams grow through the collaboration and carry the new way forward themselves.
The specific methods and tools I work with are explained here.
Results: profitable growth that lasts.
+9% Growth
2 GLOBAL KEY CUSTOMERS, EMEA & AMERICAS
Revenue and margin protected and grown after an acquisition. Not through price, but by clearing up service and quality problems, joint cost optimisation with the customers, and consumer-centred innovation roadmaps. The thinking behind it: help the customer sell more.
+1.5% Pocket Margin p.a.
COMMERCIAL BUSINESS UNIT
Margin lifted through better transactional pricing, effective cost pass-through, contract optimisation and consistent enforcement. My team defined the method, monitored the triggers, delivered the analytics, automated processes, coached the sales teams and followed through on the results.
Excellence in profitable growth
GLOBAL B2B BUSINESS
An excellence culture that had gathered dust after focus shifted from value to volume. Reactivated and renewed, with a clear focus: a few core capabilities that actually get used day to day. Account strategy, strategic and transactional pricing, value selling, a CRM with real value in it. Plus one shared approach and prioritisation logic across sales, R&D, marketing and product.
Results from earlier leadership and consulting roles, anonymised. Achieved with the teams, not on their behalf.