The CEO is leaving the company at short notice, with no viable successor
The CEO is still in office but has lost the trust of the advisory board or investor
A carve-out, buy-and-build, or exit requires independent CEO capacity
The situation is too sensitive for a public search – discretion is crucial
2
What's behind it
A leadership gap rarely arises from a single decision. It arises when complexity, pressure of expectations, and structural requirements diverge, and the existing leadership capacity can no longer support it.
This is not a failure. It is a structural situation that requires temporary operational leadership responsibility – someone who can immediately take charge, establish stability, and prioritize the right levers.
3
How I intervene
(Interim CEO)
Days 01–30 (Stabilization) Build trust with the board, investors, and management. Identify critical levers.
Days 30–90 (Prioritization) Initiate structural changes. Establish governance and control logic.
From Day 90 (Handover) Build a structure that will last beyond the mandate, not dependent on me.
4
What changes operationally
Clear leadership and decision-making logic from day one
Stabilized management team
Prioritized agenda instead of reactive action
Governance that supports
5
What changes are relevant to investors
Stabilized Investment Case
Restored Board and Investor Confidence
Predictable Performance despite Leadership Change
Reduced Risk for Valuation and Exit
Related Situations
Execution Drift
When the transformation doesn't take hold after a change in leadership.