When the structures that got the company this far no longer carry it.
When the structures that got the company this far no longer carry it.
When the structures that got the company this far no longer carry it.
Some of this work is advisory. A CEO or a leadership team wants a second perspective on structure, governance or a transition that is about to happen.
Some of it is executive. I take responsibility inside the organisation for a defined period while something is being rebuilt.
The first question is rarely which format. It is what the organisation actually needs, and at what depth.
Some of this work is advisory. A CEO or a leadership team wants a second perspective on structure, governance or a transition that is about to happen.
Some of it is executive. I take responsibility inside the organisation for a defined period while something is being rebuilt.
The first question is rarely which format. It is what the organisation actually needs, and at what depth.
Some of this work is advisory. A CEO or a leadership team wants a second perspective on structure, governance or a transition that is about to happen.
Some of it is executive. I take responsibility inside the organisation for a defined period while something is being rebuilt.
The first question is rarely which format. It is what the organisation actually needs, and at what depth.
Discuss your situation
What this is, and what it is not
What this is, and what it is not
What this is, and what it is not
This is not additional QA or Regulatory capacity. If an organisation primarily needs more hands in Quality or Regulatory, that is a different problem from the one I work on.
The work starts where the problem is structural. Where responsibilities, decision paths, governance or the Management System no longer fit the organisation that has to work with them.
Sometimes that means advising the leadership team. Sometimes it means taking executive responsibility for a period and doing the redesign from inside.
This is not additional QA or Regulatory capacity. If an organisation primarily needs more hands in Quality or Regulatory, that is a different problem from the one I work on.
The work starts where the problem is structural. Where responsibilities, decision paths, governance or the Management System no longer fit the organisation that has to work with them.
Sometimes that means advising the leadership team. Sometimes it means taking executive responsibility for a period and doing the redesign from inside.
This is not additional QA or Regulatory capacity. If an organisation primarily needs more hands in Quality or Regulatory, that is a different problem from the one I work on.
The work starts where the problem is structural. Where responsibilities, decision paths, governance or the Management System no longer fit the organisation that has to work with them.
Sometimes that means advising the leadership team. Sometimes it means taking executive responsibility for a period and doing the redesign from inside.
Typical situations
Typical situations
Typical situations
Growth has slowed, and adding people has not changed it.
Growth has slowed, and adding people has not changed it.
Growth has slowed, and adding people has not changed it.
Decisions are being escalated that should not need escalation.
Decisions are being escalated that should not need escalation.
Decisions are being escalated that should not need escalation.
Nobody can say clearly who owns a cross-functional process.
Nobody can say clearly who owns a cross-functional process.
Nobody can say clearly who owns a cross-functional process.
A regulatory finding has exposed something that is not really a regulatory problem.
A regulatory finding has exposed something that is not really a regulatory problem.
A regulatory finding has exposed something that is not really a regulatory problem.
An investor or acquirer wants to see how the organisation actually executes, not what it has documented.
An investor or acquirer wants to see how the organisation actually executes, not what it has documented.
An investor or acquirer wants to see how the organisation actually executes, not what it has documented.
EU or FDA expansion requires structures that do not exist yet.
EU or FDA expansion requires structures that do not exist yet.
EU or FDA expansion requires structures that do not exist yet.
An executive Quality or Regulatory role is vacant while the organisation is going through a critical transition.
An executive Quality or Regulatory role is vacant while the organisation is going through a critical transition.
An executive Quality or Regulatory role is vacant while the organisation is going through a critical transition.
Engagement models
Engagement models
Engagement models
Executive sparring
Executive sparring
Executive sparring
A defined number of conversations with a CEO, a founder or a leadership team over a period. Structure, governance, decisions that are difficult to discuss internally, or that nobody else in the company is in a position to challenge.
No project structure and no implementation mandate. A focused way to work through a question before turning it into a project.
A defined number of conversations with a CEO, a founder or a leadership team over a period. Structure, governance, decisions that are difficult to discuss internally, or that nobody else in the company is in a position to challenge.
No project structure and no implementation mandate. A focused way to work through a question before turning it into a project.
A defined number of conversations with a CEO, a founder or a leadership team over a period. Structure, governance, decisions that are difficult to discuss internally, or that nobody else in the company is in a position to challenge.
No project structure and no implementation mandate. A focused way to work through a question before turning it into a project.
Structure and concept review
Structure and concept review
Structure and concept review
A focused review of one specific thing: a Management System, a governance model, a planned reorganisation, an escalation path that keeps failing.
Defined scope, fixed fee, written result.
A focused review of one specific thing: a Management System, a governance model, a planned reorganisation, an escalation path that keeps failing.
Defined scope, fixed fee, written result.
A focused review of one specific thing: a Management System, a governance model, a planned reorganisation, an escalation path that keeps failing.
Defined scope, fixed fee, written result.
Transformation advisory
Transformation advisory
Transformation advisory
A longer engagement where the structure is not only assessed but redesigned together with the leadership team, with support through implementation.
A longer engagement where the structure is not only assessed but redesigned together with the leadership team, with support through implementation.
A longer engagement where the structure is not only assessed but redesigned together with the leadership team, with support through implementation.
Interim executive
Interim executive
Interim executive
Taking executive responsibility inside the organisation for a defined period. Typically when a role is vacant, when a transformation needs an owner, or when a structure has to be rebuilt while the business keeps running.
Taking executive responsibility inside the organisation for a defined period. Typically when a role is vacant, when a transformation needs an owner, or when a structure has to be rebuilt while the business keeps running.
Taking executive responsibility inside the organisation for a defined period. Typically when a role is vacant, when a transformation needs an owner, or when a structure has to be rebuilt while the business keeps running.
Investor and diligence support
Investor and diligence support
Investor and diligence support
Making structural execution risk visible for investors, boards and leadership teams during financing, diligence or a strategic transition.
Making structural execution risk visible for investors, boards and leadership teams during financing, diligence or a strategic transition.
Making structural execution risk visible for investors, boards and leadership teams during financing, diligence or a strategic transition.
Not every question needs an engagement. Some start in a four-hour working session with executives facing the same kind of decision.
Explore Executive Sessions
Most of this starts with a conversation, not a proposal
Most of this starts with a conversation, not a proposal
Most of this starts with a conversation, not a proposal
If something above describes your situation, that is usually enough to start from. The right format normally becomes obvious once the actual problem is on the table.
If something above describes your situation, that is usually enough to start from. The right format normally becomes obvious once the actual problem is on the table.
If something above describes your situation, that is usually enough to start from. The right format normally becomes obvious once the actual problem is on the table.
Discuss your situation