Scalable Operating Model
Structural realignment of growing businesses when complexity begins to block performance. A resilient operating model aligns strategy, processes, governance, and performance logic; creating the foundation for profitable and scalable growth.
1
Problem
  • Strong revenues, but increasing margin pressure
  • Leadership teams trapped in operational firefighting instead of acting strategically
  • Processes dependent on individuals and Excel workarounds
  • Additional headcount demanded, although the system itself is the core issue
  • Growth creating operational bottlenecks instead of leverage
  • Organization operating at its limits
  • Lack of transparency on structural constraints
2
Service
  • Analysis of the existing organizational and performance steering logic
  • Redesign of governance structures, roles, and decision pathways
  • Harmonization of KPI and reporting frameworks
  • Implementation of a scalable target-setting and performance management system
3
Approach
  • Structural diagnostic along value creation processes and decision flows
  • Definition of a clear target operating model
  • Prioritization of value levers with immediate performance impact
4
Outcome
  • Transparent performance steering logic
  • Reduced complexity with increased scalability
  • More stable forecast quality Organizational relief at the top-management level


Post-Merger Integration & ERP Consolidation
Realizing synergies through structural integration and a unified systems architecture. Integration is not decided at closing, but in processes, data, and performance logic.
1
Problem
  • Multiple ERP systems without a shared logic
  • ERP decisions made prematurely without structural alignment
  • Integration driven by system logic rather than value logic
  • Unclear boundary between standardization and local autonomy
  • Manual and error-prone reporting structures
  • Extended transition phases without clear accountability
2
Service
  • Multiple ERP systems without a unified structural logic
  • Premature ERP decisions without clear operating model alignment
  • Integration driven by system architecture rather than value creation logic
  • Unclear boundaries between standardization and local autonomy
  • Manual, error-prone reporting structures
  • Prolonged transition phases without clear ownership
3
Approach
  • Development of a clear integration strategy (Phase 1)
  • Translation into a precisely defined project mandate (Phase 2)
  • Execution steering aligned to measurable impact (Phase 3)
4
Outcome
  • Strategically consistent integration decisions
  • Reduced transformation risk
  • Operationally embedded and controllable integration
  • A robust platform for further buy-and-build expansion


Data-Driven Sales & AI-Readiness
Structural foundation for scalable sales execution and decision logic. AI delivers impact only where processes, data, and governance models are consistent.
1
Problem
  • Different sales logics across business units
  • Inconsistent data structures
  • AI initiatives without operational impact
  • Lack of alignment between Sales, Finance, and Delivery
2
Service
  • Structuring of the end-to-end commercial logic
  • Harmonization of data and KPI models
  • Definition of an AI-enabled process architecture
  • Alignment of sales steering with financial performance
3
Approach
  • Analysis of the existing GTM and data architecture
  • Definition of a unified KPI and reporting model
  • Derivation of AI-relevant use cases from operational logic
  • Implementation support with a clear focus on measurable performance impact
4
Outcome
  • Consistent commercial steering
  • Improved forecast quality
  • Scalable AI applications
  • Direct earnings impact within sales performance


Interim Executive — Transformation with Full Accountability
Operational leadership accountability in critical transformation phases. When speed, clarity, and disciplined execution are decisive.
1
Problem
  • Transformation is defined but not operationally embedded
  • Accountabilities are unclear
  • Programs lose momentum
  • Leadership is caught between day-to-day operations and transformation execution
2
Service
  • Assumption of operational leadership accountability
  • Steering of critical transformation programs
  • Clear decision-making and prioritization structure
  • Close alignment with the advisory board and investors
3
Approach
  • Rapid assessment of key organizational leverage points
  • Definition of clear 90-day priorities
  • Structured program and resource steering
  • Transparent communication with key stakeholders
4
Outcome
  • Stabilization of earnings quality and operational steering capability
  • Reduced time-to-impact in critical transformation programs
  • A clearly prioritized 90-day agenda instead of parallel initiatives
  • Operational relief for the CEO and CFO while strengthening the decision base
  • An extended arm of the investor with real execution authority within the organization