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Transition begins with an end, and ends with a beginning.
CAREER
Career changes happen more often and faster. Voluntarily and involuntarily. Suddenly or insidiously. The career ladder has become obsolete in many places. Today, a career is more like a climbing wall with stations and interruptions. The personal question of meaning increasingly assists the decision for a company.
LEADERSHIP
The demand for good leadership is stronger than ever. Successful leadership starts with oneself, is not a constant and requires a new understanding of role, power, followership, self-leadership and community management.
Generation Y and Generation Z also demand entirely new ways of behaving and thinking.
MINDSET & GROWTH
Today's business world is in a state of complete upheaval. New modes of working and leadership require new approaches to thinking, feeling and acting. Especially self-leadership is in the focus. To develop your mental strength, powerful performance and well-being, we use methods from developmental psychology, neuropsychological principles, mental training and Human Design.
Counselling for the pivotal transitions at the top.
Board Readiness. CEO and Leadership Team Transitions. Succession in Business-Owning Families and Family Offices.
Confidential.
Selective.
Exclusively by referral.
The most complex career transitions happen at the top. They rarely come as a surprise: they are chosen, prepared for and years in the making — crisis is the exception. The challenge lies in the people involved, however carefully the transition is planned.
A bigger role calls for a deeper understanding of oneself. What matters here is sound judgement, personal integrity and a trusted counterpart who recognises the patterns at play. Since 2004, I have worked internationally with board members and entrepreneurs, future board members and business-owning families through precisely these transitions — helping them emerge stronger than they entered.
Different as these three situations may be, at their heart it's always a person seeking to rise to a greater challenge.
1. Board-Readiness & CxO-Track
“The path to the top is determined long before the position becomes vacant.”
The move onto the executive board — or into the next C-suite role — is determined earlier than most people realise. Not at the interview, but in the years leading up to it: through the scope of one’s responsibilities, visibility with the supervisory board and owners, and others’ perceptions of one’s readiness. In our counselling work, we develop that readiness from the perspective of those who make the appointment.
TYPICAL SITUATIONS
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Positioning yourself for your first managing director, executive board or C-suite role
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Preparing for executive search processes, selection interviews and discussions with the supervisory board
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Strengthening your profile in terms of overall business accountability and commercial ownership
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Moving from functional excellence to responsibility for the business as a whole
IN PRACTICE
You recognise the hidden dynamics of this phase — and the few levers that truly determine who gets appointed.
Power Dynamics · Corporate Codes · Stakeholder Management · Leadership · Culture
2. CEO- & Top-Team-Transition
“The first and last hundred days shape everything in between.”
Taking on a role at the top is far more than a change of position. Expectations rise, the circle of people you can speak openly with narrows, and honest feedback becomes rare. Whether you are stepping into a new role, managing an orderly handover or navigating the delicate balance of shared leadership, I provide a confidential sounding board — a space to think before deciding. For the leadership team, I help establish clarity where roles, decision-making authority and personalities intersect.
TYPICAL SITUATIONS
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Stepping into a CEO or C-suite role — the defining first months
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A planned departure and leadership handover
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Navigating friction and collaboration in shared leadership (Co-CEOs, CEO/CFO
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Clarifying roles, decision-making authority and ways of working within the leadership team
IN PRACTICE
A space for the questions you cannot discuss with anyone inside your own organisation.
Inner Self . Positioning · Executive Transition · Self-Leadership · Team Dynamics
3. Succession — Business-Owning Families & Family Offices
“Succession passes on responsibility — and identity.”
No transition is more delicate than succession within a business-owning family. Ownership, role and belonging are intertwined, and the underlying questions are rarely about business. Loyalty, expectations, boundaries, guilt — what matters most lies beneath the surface. In my counselling work, I support both those handing over and those taking over: with discretion, sensitivity to family dynamics and an understanding of what makes for a fulfilling life after the handover.
TYPICAL SITUATIONS
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Preparing for and navigating the handover — on both sides of the table
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Stepping back from the role of founder or family patriarch
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Establishing the next generation’s role, even in the face of resistance from within and beyond the family
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Questions of governance, roles and identity within the family office
IN PRACTICE
An orderly transition that safeguards the business — and the people behind it.