What I do for you.
Seven advisory fields - no standard packages. What I bring is determined by what your situation truly requires: a structuring role, an honest judgement, experience earned in personal board responsibility.
Corporate Strategy
Many strategic decisions are made under time pressure and with incomplete information. I bring the outside perspective of an experienced board member: sharpening the actual question, weighing options honestly, and developing a strategy that is not just convincing on paper but genuinely workable inside the organization. My focus is on decisions that get made - and held.
Read more →Corporate Finance & Capital Markets
Financing questions are rarely purely technical - they touch ownership structure, control, and long-term flexibility. Drawing on my experience as CFO of a listed company, I support businesses in developing sound financing structures, capital measures, and dialogue with investors and lenders. The goal is always a solution that fits the company's strategy - not just the current market.
Read more →M&A Advisory
Transactions rarely fail because of valuation - they fail because of unclear expectations, poorly prepared processes, or a lack of negotiating discipline. I support companies on both the buy- and sell-side, from the initial strategic assessment through due diligence to closing. My focus is on surfacing risks early and ensuring the transaction ultimately delivers what it was meant to.
Read more →Restructuring & Turnaround
In difficult phases, one thing matters most: clarity on what is truly critical - and what can wait. I help companies regain financial and operational stability, reorder priorities, and find common ground with owners, creditors, and management. My role is to bring calm and structure to tense situations, based on first-hand experience in comparable circumstances.
Read more →Board & Governance Advisory
Supervisory boards and advisory boards increasingly face demanding decisions, often without sufficient operational proximity to the business. Drawing on my experience at board and executive level, I help governance bodies assess situations correctly, sharpen governance structures, and ask the right questions in critical phases - as a mandated advisor or as a sparring partner, depending on what the situation calls for.
Read more →Ownership Transition
An ownership or generational change involves far more than legal and tax considerations - it touches identity, relationships, and the future of a company. I support family businesses and owners in shaping this process in a structured, confidential, and forward-looking way - from clarifying the starting position to implementing the actual handover. Every situation is different, and so is my approach.
Read more →Interim Management
Some situations call not for advice, but for responsibility on a defined timeline. I take on operational roles - as CEO, CFO, or in a clearly defined project function - bringing the experience to be effective without a lengthy onboarding period. My aim is to create real substance within the agreed time and hand over the company in a more stable condition than I found it.
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