Corporate Strategy

What this is about.

Many strategy projects end with an impressive document and few real changes inside the organisation. My approach is different: strategy starts with the question of what truly needs to be decided - and finishes only once those decisions are being carried.

As a former CEO I know how easily strategy processes become busy-work. I keep formats lean, questions sharp and outcomes concrete enough for execution to actually begin.

What I specifically bring.

• Sharpening the strategic core question: what will this organisation need to be able to do in the next 24-36 months that it cannot do today?
• An honest assessment of the current business model - resilience, margin logic, exposure to market and technology shifts.
• Development of credible options, including the alternatives rarely spoken out loud (sale, partnership, exit from segments).
• Supporting the strategic discussion at board, supervisory board and owner level - not facilitation, but substantive contribution.

Who this is for.

• Owners and executives facing a decision where mistakes are hard to reverse.
• Mid-sized companies in transition - between founding generation and institutional leadership.
• Private equity portfolios wanting an honest outside view on business-model evolution.

My approach.

I work in small formats, not in large projects. My contribution is judgement, not conveyor-belt analysis - grounded in board responsibility in comparable decisions.