Positioning
Would your customers miss you if you disappeared tomorrow?
Consulting
Strategic questions that will shape the years ahead.
I support boards, executive teams and strategy leads in three areas: strategy, innovation and transformation. Asking the right questions first is essential, so that we gain clarity on what we want to achieve together.
Challenges
Where are we today, and where do we want to go?
Behind every question there are usually concrete challenges. That is what we work on.
Strategy.
Where do we want to go, and how do we win?
- In which markets do we want to win, and which do we deliberately walk away from?
- What do customers really pay us for, and for how much longer?
- Where do capital and attention flow, and which projects do we cut to make room?
Challenges
Growth
Where will the next five years of growth come from if the core business no longer delivers it?
Profitability
Do you know which customers and products really make money, and which ones burn it?
Internationalisation
Which market is worth entering, and how do you win your first customers there?
Product and business portfolio
Are you investing in tomorrow’s businesses or yesterday’s?
Innovation.
How will we make money tomorrow?
- What could replace our offering in three to five years, and will we build it ourselves or will someone else?
- How do we build something new without jeopardising the core business, but also without sparing it?
- Are we using AI just to become more efficient, or to reinvent what we offer?
Challenges
Innovation capability
Do new ideas emerge in your organisation, and do they actually make it to market?
Innovation portfolio
How many of your current innovation projects would you start again today?
New business models
What are you changing to respond to shifting customer needs or new competitors?
Digitalisation & AI
Is AI just making your company more efficient, or is it making your offering better?
Transformation.
How do we need to change?
- How must the organisation change to adapt to new conditions and seize opportunities?
- Which skills will we need in future, and what must we unlearn?
- Which tough decisions must we take now to still be able to act in two years’ time?
Challenges
Capabilities for the future
Does your team already have the capabilities it will need in three years’ time?
Acquisitions & integration
Where does inorganic growth make sense, which targets fit, and how do you maximise the value created through integration?
Outsourcing
What do you still need to do yourselves, and what can others do better?
Realignment
How do you achieve a turnaround when the current business is clearly running out of steam?
Succession planning
Who should lead the company in future, and how do you prepare it as well as possible today?
Working together
What will really move you forward?
From a single workshop to long-term support. We work together in the way that creates the most value for you.
Workshops
Facilitated workshops with your leadership team on specific topics or questions, prepared through interviews and short analyses.
Outcome: concrete decisions and next steps.
Typical triggers
- Annual strategy retreat
- Disagreement on direction within the leadership team
- Stalled decisions
- Too many initiatives, too little focus
Timeframe 1–2 days
Health Check
A structured assessment of where you stand: an independent review of the status quo, current challenges and strategic options, based on internal documents, short analyses and interviews.
Outcome: a clear diagnosis with priorities and recommendations.
Typical triggers
- Strategy older than three years
- Stagnating performance
- Major investment ahead
- Change in leadership or ownership
Timeframe 2–4 weeks
Projects
A clearly defined project with a set objective, timeline and deliverable, in close collaboration with your internal stakeholders.
Outcome: well-founded analyses, decision papers or implementation plans.
Typical triggers
- Important initiative, but no internal capacity
- Preparing key strategic decisions
- Result needed by a fixed date
- Lack of in-house methodology or experience
Timeframe 4–16 weeks
Executive Sparring
A dedicated sparring partner for the executive team on strategic topics and decisions: an independent outside perspective, critical challenge, fresh ideas and recommendations. No operational delivery.
Outcome: better decisions and more confidence through an independent second opinion.
Typical triggers
- Period of high uncertainty
- Far-reaching decisions without a second opinion
- Nobody on the team who openly disagrees
- New role at the top
Timeframe 1–2 sessions a month, ad hoc
Strategy as a Service
The tasks of a strategy department on demand, as a supplement or a replacement, within an agreed monthly allowance.
Outcome: in-depth analyses, decision papers and implementation plans.
Typical triggers
- No, vacant or overstretched strategy department
- Strategic topics get stuck in day-to-day business
- Missing decision papers for management and boards
Timeframe Monthly allowance, ad hoc
Project examples
What I have achieved so far.
A selection of strategy, innovation and transformation projects from previous roles.
Market entries for banks and asset managers
Support for market entry in Luxembourg, from strategic analysis through to operational implementation and project coordination.
Strategies for banks within international groups
Developed strategies to increase their value contribution within the international group.
Strategy development for a mid-sized company
Guided the strategy process from situation analysis to concrete fields of action and the transition into implementation.
Repositioning, product-market fit and go-to-market strategy
Analysed product-market fit, derived a go-to-market strategy and developed a new pricing model that increases initial revenues and reduces effort.
Exploratory business model development for a mid-sized company
Development of new business models entirely outside the existing business.
Turnaround of an insurer
Identified the causes of missed targets, then developed and implemented recommendations, including C-level and IT transformation.
Merger of an insurer
Supported the merger from value creation analysis through to post-merger integration.
Carve-out of a bank’s business unit
Coordinated several workstreams, including target operating model, IT and migration, from pre-closing to separation across more than ten sites worldwide.
Sale process of a bank
Prepared the investor presentation for a sale intended to avert the bank’s closure.
What keeps you up at night?
Let’s clarify in a no-obligation conversation where you stand and what kind of support could make the difference for you right now.