Some questions don't require ongoing support—they just need an answer. What is the business worth? Is the business plan viable? What risks are we overlooking? Who will lead this project if no one in-house has the time?
That is why there are time-limited mandates—with a specific task, a specific outcome, and an end date.
A plan that will stand up to scrutiny by a bank or an investor—with assumptions that can be defended and scenarios in case those assumptions do not materialize.
What risks the company actually faces, who is responsible for them, and what measures take effect in an emergency—all documented in a way that stands up to scrutiny.
System implementations, restructuring, succession planning: External leadership when no one internally has the capacity or the necessary perspective.
Acquisitions, Sales, Succession: Valuation, due diligence, preparation for negotiations, post-closing integration.
Where automation pays off—and where it merely shifts the burden. Based on a sober assessment, not on vendors' promises.
An outside perspective on a decision that has almost already been made. Often the most cost-effective advice available.
Risk management is the area that small and medium-sized enterprises (SMEs) most often underestimate—usually until an auditor, a bank, or an investor asks about it.
For the Swiss division of a major international bank, I established a comprehensive risk management system—spanning all subsidiaries and organizational units. While the requirements of a regulated environment cannot be applied directly to an SME, the criteria for a robust risk overview remain the same.
Not every question requires a project. Some just need someone with whom you can think them through in the first place.
Most decisions are made by the owner alone. The fiduciary is a service provider, the bank is a counterparty, employees are dependent, and the family is not neutral. What’s missing is a counterpart who knows the numbers and has no stake in the outcome of the decision.
I take on this role for executives, owners, and board members—on a regular basis or as needed. A conversation before a meeting with the bank. A second look at a plan before it’s presented. An honest assessment before an investment decision is made. No report, no presentation: just a conversation that also allows for dissent.
The billing structure depends on how frequently the exchanges take place. For financial, risk, and governance matters—not as general management consulting.
A clearly defined question, a result, an end. This makes sense when there’s a specific task at hand and the company lacks the expertise or the time.
Ongoing financial management to the agreed extent. This makes sense when the management process itself is the problem—not a single project. About Our Services
It’s not uncommon for something to start out as one thing and turn into another. This isn’t a sales gimmick—it’s just how things usually go: Once you’ve planned things out properly, you don’t want to lose that again.
From a few days for a second opinion to several months for a system implementation or a follow-up project. The scope is determined before the project begins, not discovered along the way.
For projects with a manageable, clearly defined scope at a flat rate—that way, you know exactly where you stand from the start. For more open-ended projects billed by the hour, I set an agreed-upon upper limit. I do not take on projects without an upper limit.
Maybe for the design. But for the part that a bank reviews—assumptions, derivations, scenarios, liquidity impact—you need someone who has already sat on the other side of the table.
Yes. That's often the more cost-effective approach: the management remains in-house, and I'm involved in the decision-making process and the critical review.
Then I'll let you know before any work is done—not on the invoice. You can then decide whether to proceed or cancel.
Describe them during an initial consultation. If I'm not the right person for the job, I'll let you know—it's faster and cheaper for both of us.
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