Selected Mandates
An overview of situations I have worked through with clients, the approach taken, and the result.
ORGANISATIONAL DESIGN
Designing an organisation for an international strategy
SITUATION
A company operating in more than ten markets was working with inconsistent structures, no common role framework, and without the strategic setup its ambitions required.
MY APPROACH
I ran a data-based analysis of the organisation, harmonised roles across all markets, developed a new organisational model, and involved the works councils early.
RESULT
Clearly defined roles and career levels, a lean and future-ready structure, and targeted capability building – delivered cost-neutrally.
TALENT & VERGÜTUNG
TALENT & REWARD
Global job architecture and compensation framework
SITUATION
Titles, job levels and pay had drifted apart over the years. Fairness and transparency had gone with them.
MY APPROACH
Set up a job evaluation with an external partner. Built local salary bands and a single pay framework that ran end to end. Worked with the works council throughout.
RESULT
A fair, transparent, scalable pay structure. Fully in place inside nine months.
LEADERSHIP & CULTURE
Aligning a leadership team
SITUATION
A change of strategy had left the new leadership team without a common language, a shared read of the situation, or clarity on who decides what.
MY APPROACH
Started with a systemic read of where they were. Then a series of workshops working through mandate, values, roles, ways of working, and leadership principles.
RESULT
A leadership team with shared direction, clear roles and stronger collaboration, able to deliver the strategy effectively.
HR AS A STRATEGIC PARTNER
Building a global HR function
SITUATION
A growing company with no shared people strategy. Local HR teams running in parallel, not talking to each other, and not part of the decisions that mattered.
MY APPROACH
I built a scalable HR operating model, introduced international systems, and developed the people strategy together with the leadership team.
RESULT
HR as a globally set-up team with clear structures, a talent strategy with measurable goals, and HR recognised as a partner to the executive team.
MERGERS, INTEGRATION & RESTRUCTURING
Acquisition and cultural integration
SITUATION
Five months to close and integrate an acquisition. Two distinct company cultures to bring together. Every part of the people function needing to be harmonised.
MY APPROACH
I negotiated more than 40 works agreements, fully merged the organisational and people structures, and built a shared understanding of leadership and culture.
RESULT
A smooth integration with high stability: attrition below 3 percent, the leadership team fully retained, and strong identification among employees.
MERGERS, INTEGRATION & RESTRUCTURING
Restructuring after an integration
SITUATION
After the merger of two international companies, roles were unclear and structures had been duplicated.
MY APPROACH
Worked through structure, roles and capabilities from the ground up. Rebuilt the sales organisation and the leadership team around what the business actually needed.
RESULT
Less complexity. Clearer structures. And a leadership team stronger in the capabilities that mattered most.
LEADERSHIP & CULTURE
Anchoring vision, mission and values together
SITUATION
Values that had previously been introduced top-down were being rejected by the workforce. Engagement was falling and identification was missing.
MY APPROACH
Within a few weeks, I ran a series of joint workshops with several hundred participants, and developed and anchored vision, mission and values together with the employees themselves.
RESULT
Almost everyone took part. Engagement lifted, visibly. And a set of team-level identity statements that have held over time.