Track 01 · Flagship
When an organisation is under acute pressure, the work is to stabilise it fast and then fix the design that produced the pressure. I do both, and I stay until the structure holds.
Case study
A crisis and organisational redesign programme delivered for a national NGO, referenced here anonymously.
The organisation entered an acute institutional crisis: eroded trust between staff and leadership, unclear accountability between the executive and the Vorstand, and a structure that had grown by accretion rather than design. Operational delivery was holding, but the governance around it was not, and public exposure was a live risk.
The organisation emerged with a redesigned operating structure, an agreed division of responsibility between executive and board, and a change programme owned internally. Staff engagement in the process was broad and the crisis was resolved without public escalation.
[PLACEHOLDER: specific outcome metric - e.g. staff participation rate, timeline to stabilisation, retention or engagement change]
How I work
Rapid diagnostic across leadership, staff and governance. Separate the presenting crisis from the structural cause.
Define who decides what, at what cadence, and with which mandate. Crises are usually decision failures before they are anything else.
Working groups and town halls, so the diagnosis is built with staff rather than delivered to them.
Structured Vorstand presentations with options, risk and cost - decisions taken on evidence, not sentiment.
New structure, roles and governance, with a change programme and internal owners who can run it without me.