In addition to my work as an interim executive, I support private equity and family office investors and their portfolio companies as an active advisory board member or a fractional operating partner.

My approach deliberately differs from the classic passive advisory role: I accompany the investment throughout the entire investment cycle – and actively support management as a coach in every phase. In doing so, I contribute my experience from a large number of similar projects.

Depending on the investment hypothesis – carve-out, buy & build, transformation or growth – I take on a clearly defined role in implementing the performance improvement measures: from strategic alignment and operational excellence to exit readiness.

This is not about supervision, but about active participation – as a sparring partner for management, a source of inspiration for investors and a guarantor of transparency, focus and commitment to results.

The added value: an advisory board that speaks the language of investors as well as that of operational management – and brings both sides together on a clear, predictable path to value enhancement.