Some examples:

• Create clarity and focus amidst the chaos 

• Maintain team unity & cooperation across departments 

• Get leaders out of firefighting mode 

• Hire the right people and keep them 

• Efficiently resolve tensions and conflicts 

I’m there to help you at different stages in your scale-up’s lifecycle:

• Around 10 people: break through the 10-person barrier, where it becomes hard to get everyone in the same room and the founder/CEO increasingly is a bottleneck.

• Around 30-50 people: align everyone on the vision, streamline communication, foster collaboration, prepare you for hiring a COO.

• Beyond 50 people: evolve organizational structure, maintain culture, develop executive leaders, avoid silo’s, etc.

• Existential crisis: e.g. downsize in a culture-strengthening way, redefine your identity, resolve co-founder tensions, etc.

• For investors in due diligence: team scan.

While I may collaborate with people in your team, I usually remain external to it.

I consider myself a “fellow traveler” on your journey. I like to think and act as if I were a co-owner of your scale-up, even if I’m not. I mostly identify as a co-pilot and co-builder.

I put on different hats depending on the occasion: thought partner, advisor, coach, mentor, consultant.

1. I’m goal-oriented: we’ll build momentum towards an overarching goal. Not a series of one-off, isolated interactions.

2. I’m highly practical: I can explain exactly what you might say or do in certain situations. Not just abstract theory and high-level principles.

3. I’ve been in your shoes: as former founder, I understand your context really well. No advice detached from reality.

1. Founders can, but don’t need to become managers. However, to scale successfully, they may consider letting go of their superhero complex and learn to delegate, remaining deeply involved in the key “domino stones” (also their details) and developing leadership skills.

2. Being truly, deeply purpose-driven does not distract from growth and profit. On the contrary, it provides the team with alignment and fuel.

3. Feedback without prior self-reflection is lazy and counterproductive. Everyone rightly tells you feedback is important. But what most aren’t telling you is that prior self-reflection is even more important for unlocking people’s full potential.

4. Building internal relationships is probably the most underrated investment that you can do to multiply the impact and efficiency of your team. Greater internal trust = higher operational efficiency. 50-75% of time spent on management, control, coordination and communication might be avoided with greater internal trust. This is the large, hidden cost of mediocre trust levels.

5. Distributed decision making (done right) doesn't slow you down but speeds you up very, very soon. Don’t underestimate the power of constant, small improvements all across your organization.

I run a referral-based practice with long-term, trust-based relationships. I believe in unforced collaboration, with your hands not tied.

My pricing is simple and straightforward, with no strings attached and no artificial long term commitment.

Most of my services allow for a try-out period where you get a refund if for some reason you're not satisfied with the value you've gotten out of it. Even before we begin, I’m happy to think through the issue with you – this is how we assess mutual fit.

If you are a nonprofit or social enterprise with limited budget, feel free to reach out to explore creative ways in which I can help you efficiently.