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

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.

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.

Clear leadership and decision-making logic from day one

Stabilized management team

Prioritized agenda instead of reactive action

Governance that supports

Stabilized Investment Case

Restored Board and Investor Confidence

Predictable Performance despite Leadership Change

Reduced Risk for Valuation and Exit