How I work.
I don't deliver presentations - I deliver judgement. Every mandate begins with an open conversation: no pitch, no pre-packaged proposal. Just the direct question of what you truly need - and an honest assessment of whether I am the right person for it.
01 - Directness.
I say what I think - not what you want to hear. My clients value clear assessments, even when they are uncomfortable. Board-level decisions do not get better when they are softened.
In sensitive phases, what counts is the willingness to call things what they are - without detours, without colouring from third-party mandate interests.
02 - Experience.
I have been CEO and CFO of a listed company. I know the decision situations, the pressure and the responsibility that come with these roles - first-hand, not from case studies.
The judgement I bring is grounded in that: not in models, but in cycles where I personally carried the outcome.
03 - Discretion.
What is discussed stays discussed. Confidentiality is not optional - it is the foundation of any good advisory mandate. Neither client names nor situations appear in references, pitches or presentations.
This stance applies throughout the engagement - from the first conversation and the ongoing work to well after the mandate has ended.
How a mandate begins.
First conversation.
Confidential, no agenda. We clarify the situation, the real question behind it, and whether a collaboration makes sense at all.
Role definition.
If so: a clear definition of scope, role and limits. No bloated standard contracts - a lean, precise mandate agreement.
Engagement.
Advisory or interim operational responsibility - personally, with fixed contacts on your side. Documentation where it is needed; not beyond.