Sparring & Enablement

My sparring doesn't ask 'How does that feel?' but 'What are you going to change right now?' My approach is direct, sometimes confrontational – tough on the issue, respectful to the person. That is demanding. That is why it is not about handing out ready-made answers, but about supporting reflection, decisions and independent development. Those who are willing to reflect openly on their own situation and take responsibility for the next steps create a good basis for development. Those who are not willing to do so are in the wrong place with me. This is sparring grounded in leadership and project practice – not psychological counselling and not therapy.

I support CEOs, CTOs and leaders in strategic decisions and change processes – just as much as project teams that need to learn to work in a structured and self-responsible way. This includes agile methodology: epics, user stories, sprints – not as theory, but as lived practice. I have led teams of up to 25 people, distributed across several countries – Switzerland, Vietnam, Portugal. I deliberately take cultural differences in communication and ways of working into account.

For me, sparring and enablement do not mean creating lasting dependency on external advice. People and teams should gain clarity, take responsibility and develop the capabilities needed to continue change independently.

I support where orientation, reflection or additional experience is needed. At the same time, the work aims from the start to anchor knowledge, decision-making ability and responsibility within the organisation.

The success of guidance is not measured by how long it lasts. What matters is what works afterwards without external support.

Depending on the situation, this can mean supporting leaders and project managers, building knowledge within the team, reflecting on decisions together or helping people perceive their own role and responsibility more clearly.