My way of working
How I work
Good solutions do not emerge from standard recipes. They emerge when people, organisations and challenges are genuinely understood. My way of working rests on three core principles: understanding, responsibility and impact.
I combine strategic clarity with operational responsibility and consistently focus my work on sustainable impact.
Transformation begins with clarity.
Before developing solutions, I establish a shared understanding of the current situation. I examine objectives, facts, assumptions, interests, risks and responsibilities. This creates a reliable basis for decisions and implementation.
I do not work with predefined answers. My role and my approach depend on the specific situation, the people involved and the capabilities already present within the organisation.
Three core principles
Understanding
Understanding is the starting point of every collaboration. Before developing solutions, I create a shared view of the current situation.
I listen, ask questions, analyse relationships and make different perspectives visible. I distinguish between facts, assumptions and interpretations.
Sound decisions are based on a solid understanding rather than untested assumptions.
Responsibility
For me, responsibility means more than providing advice. I actively support transformation and take responsibility for my contribution, my decisions and the agreed implementation.
Responsibilities are clearly defined from the beginning. This makes it visible who decides, who implements and which role I take in each engagement.
I also address difficult issues, risks and missing conditions transparently.
An engagement I ended earlyImpact
Success is not demonstrated by presentations or concepts, but by effective implementation.
I therefore focus my work consistently on impact. Together with you, I define what should be achieved and how progress can be recognised.
I help organisations embed transformation in everyday work and turn decisions into tangible results.
Values
What supports the core principles
The three core principles are supported by trust and personal responsibility. Enablement is not an additional value, but an essential goal of my way of working.
Trust
Trust determines how quickly information flows and decisions are made. It is built through reliable commitments, openness, problems that surface early and mutual respect – the basis on which responsibility can be taken.
Personal responsibility
The goal of enablement: knowledge and the ability to act should remain within the organisation so it can continue independently.
Goal: enablement
My goal is not to remain permanently indispensable. Knowledge, the ability to decide and responsibility should remain with the people and within the organisation.
My role
Challenger, Accelerator, Executor or Observer
My role depends on the situation and on what is genuinely needed for the next effective move. It can change during the course of an engagement.
Challenger
I challenge assumptions, surface contradictions and open up new perspectives — not for the sake of disagreement, but to make better decisions possible.
Accelerator
I create clarity and structure, surface obstacles and dependencies, and help move decisions and change forward with focus.
Executor
Where implementation strength is needed, I take on operational responsibility and put projects, programmes or change initiatives into action together with those involved.
Observer
After implementation, I deliberately step back, observe the impact and check whether responsibility and new structures genuinely hold. The goal is not lasting dependency, but the ability to act independently.
The right role does not come from a consulting model, but from the task at hand, the capabilities available, and the responsibility that needs to be taken on. I take on only as much responsibility as necessary and hand it back as early as is responsible. The business decision remains with you.
Fees
What is a collaboration worth?
My hourly rates range from CHF 0 to CHF 300, depending on the engagement. The wide range is deliberate.
In commercial settings, my hourly rates generally range from CHF 50 to CHF 300. Which rate is appropriate depends on the task, the responsibility I take on, the surrounding conditions and the impact expected.
For selected social and Christian projects, I can also make my work available free of charge, particularly remotely. This is part of my commitment to society and not a commercial reference price.
In certain situations I set the fee together with the other side. The other party is welcome to say what price they consider appropriate. Fairness applies in both directions: if a proposed amount is too low, I can decline it. If I consider it unnecessarily high, I say so as well.
The lowest hourly rate is not automatically the least expensive solution. What matters is the impact achieved with the time spent and the money invested.
My aim is therefore not the highest possible price, but an agreement that is fair to both sides and appropriate to the task, the responsibility and the expected impact.
Economic success is necessary so that I can secure quality and take on responsibility over the long term. Profit is a means, not a substitute for value and impact.
My test question: would I still find the price, the service and the reasoning fair if I were on the other side of the agreement?
Transformation succeeds together.
Every organisation is different. I therefore adapt my way of working to the specific situation while remaining guided by my core principles.
This creates solutions that can be understood, owned and implemented effectively.