advancing the worldRestructuring and Strategic Realignment
The Challenge
An organisation has grown or been rebuilt through a merger, acquisition or carve-out, without structure and governance keeping pace. Responsibilities overlap or are missing entirely, leadership styles compete, an investor demands a pace the organisation cannot structurally sustain. A cross-border acquisition is typical too: a company buys a business in another country and needs someone to integrate it.
Often the strategic direction no longer fits the structure, or individual holdings are operationally stalled. The result is gridlock, wasted resources, and management that reacts instead of steering.
Three-quarters of companies that went through a restructuring were hiring for new positions at the same time. Restructuring has long been strategic realignment, not a pure cost-cutting exercise.
Source: BCG and the German Society for Human Resource Management (DGFP), Restructuring Benchmark Study 2026
The Approach
How I work
- DiagnosisWhich units carry the organisation's goal, and which just tie up resources. A structural stock-take that allows for uncomfortable answers too, not a questionnaire exercise.
- Target structureThe target structure is developed co-creatively with your teams. The decision is based on the analysis, not on history or the status quo, and I carry the accountability for it. Structures that have grown over time tend to defend themselves. That's normal, but it can't be the basis for the decision.
- StaffingWho fills which role is clarified together with the teams involved, including recruiting new team members. Where necessary, that includes difficult personnel decisions too. This is the step where many advisory mandates end, and where many restructurings start to fail.
- Stabilisation and handoverThe structure is embedded and stabilised until it holds without me. This includes preparing for the next stage of growth.
The target structure also means looking at the existing AI initiatives of the units involved. In a merger, each side often brings its own initiative that's already under way. The target structure is where you decide which one continues, which are merged, and which are ended, rather than letting several uncoordinated efforts run in parallel.
The Impact
Insights into my work
Mirion Technologies
Following the merger of three companies: resolving blocked responsibilities and competing leadership structures, with an upfront analysis, a two-part workshop series and follow-up support.
Impact: The leadership team of the Dosimetry Service Division came out of it aligned behind a shared vision, with clear communication structures, clarified roles and development plans that outlasted the mandate.
Canna Capital Group AG
Consolidating a twelve-company group into five core entities. The strategy work had direct structural consequences. That's why I took on the COO role myself, and later the CEO role, rather than handing over a concept and leaving.
Impact: The group has since operated with a functioning leadership body across the five remaining entities, with secured licensing and compliance leadership in both jurisdictions.
Accountability in one hand
A restructuring of this kind is a leadership task, not project work in the classic sense. That's why, on this topic, one person shows up with decision-making authority and accountability, from the proposal to the handover. I don't work alone: the target structure is built with your teams, and specialists from my network fill in expertise where it's missing.
From inquiry to proposal
- Brief introduction15 minutes, no obligation, by video or phone. We check whether your situation fits one of the three topics.
- Deep-dive on the starting situation60 minutes, on-site or remote. Concrete questions on structure, stakeholders and timing.
- ProposalDay or hourly rate, matched to the scope and duration of the mandate.
A conversation shows whether it's a fit.
Confidential and non-binding. In 15 minutes you describe the situation, and I'll tell you honestly whether and how I'm the right person for it.
Prefer to reach out directly? [email protected] or +41 79 179 30 52