We will ruin your project. If you let us.

The Institute is satire.

It is not a company of its own and not a product of its own, but the title of this page. The provider is Hosang Consulting GmbH, and the engagements are led by Andreas Hosang and Dorian Ferrari.

We have no intention of ruining your project. Nor have we developed a research programme for systematically maximising cost overruns, additional steering committees and unclear responsibilities.

Although: there would be plenty of material.

Behind the satire is a serious offer: we support clients and executives selectively in demanding projects and programmes, where additional seniority, experience and judgement can make a difference.

Because we are advertising-damaged ourselves.

We neither want to claim that everything is going badly at your end, nor explain that we will revolutionise your transformation with a proprietary seven-step model.

We like clarity, honesty, reliability and humour. And we believe you can talk about serious project situations without first saying «holistic», «tailor-made» and «sustainable» three times.

The humour is meant to get attention. After that we talk about the project.

Time-limited senior support for demanding ongoing projects and programmes.

We step in where additional experience can have an effect: difficult decisions, unclear dependencies, demanding stakeholder constellations, governance questions, transformations, or situations where an important undertaking is not progressing as it should despite good people.

We work on the real undertaking. Not from the sideline.

No. Preferably not, actually.

A project can be well led and still become so demanding that additional experience makes sense. After all, top athletes do not have coaches because they cannot play their sport.

We generally assume that our clients have competent people and functioning structures.

For clients, sponsors and executives who carry responsibility for an important undertaking.

The right moment typically arises when you think: «We are actually doing a lot right. But this project currently demands more.»

The undertaking must be relevant enough for additional seniority to be justified economically and professionally.

You do not have to share our opinion. But you must be prepared:

• to look honestly,
• to bear uncomfortable observations,
• to take decisions,
• to take responsibility,
• and, where needed, to question yourselves.

We do not come to take over leadership responsibility that must stay with the client. If the willingness to look and to decide is missing, the engagement does not fit.

• Not for companies that simply want to buy additional project manager capacity.
• Not for clients who want to delegate difficult decisions entirely to outsiders.
• Not for tasks that can be done just as well internally.
• And not for projects that are to be awarded only because budget happens to be available.

We select engagements deliberately. A project that is too simple or standardised may therefore also get a no from us.

No.

The aim is not to swap out good project managers. We complement the existing team where additional seniority, perspective or experience helps.

Responsibility stays where it belongs. With the client.

That depends on the undertaking. Typical topics are, for example:

• clarity on goal and mandate,
• difficult decisions,
• governance and decision paths,
• stakeholder and supplier constellations,
• dependencies between sub-projects,
• prioritisation,
• steerability and transparency,
• handover and anchoring,
• or the question of why an essentially good undertaking has become unnecessarily hard.

We do not necessarily look for ten problems. Our experience is rather: often only a few adjusting screws are needed. But the right ones.

Transparency. Honesty. Humour. Reliability. Clear agreements. And the willingness to call things by their name without belittling people.

For us, radical honesty does not mean maximum change. Sometimes a deliberate «we leave it exactly as it is» is the right decision, once the consequences are understood.

The engagements are led by Andreas Hosang and Dorian Ferrari.

They remain the engagement leads, even when additional expertise is brought in.

A limited one.

If additional specialist expertise is needed for a concrete question, suitable international expertise from the Leverage Experts network can be brought in. That does not mean every specialist field of our network suddenly becomes part of our own offer.

We do what we can. And we also know when someone else can do something better.

We do not define ourselves through the longest possible list of industries.

Domain knowledge matters for demanding project work. That is why we do not take on engagements that are professionally arbitrary. What matters is whether our experience fits the situation. Where additional specialist knowledge is needed, suitable experts can be brought in.

No.

What is relevant are demanding projects and programmes, regardless of whether it is, for example, transformation, digitalisation, organisation, integration, governance, operations or a complex customer project.

The label of the project matters less than the question: is the undertaking demanding enough for additional experience to really make a difference?

No.

We sell neither HERMES, Scrum, PRINCE2, PMI nor any other method training as this offer. Method knowledge belongs in the toolbox. It is not the product.

No.

We do not work with free assessments or artificially cheap entry offers in order to sell consulting afterwards. If a situation has to be clarified first, that clarification is already real work and therefore a paid service.

Incidentally, a good outcome can also be: you do not need us afterwards at all.

Our day rate is CHF 1,650 excl. VAT.

How many days an engagement comprises depends on the task, responsibility, seniority required and scope. We clarify that beforehand. We do not work with teaser prices or discounts as a sales mechanism. Every service should have its own economic value from the start.

As long as necessary. And no longer.

Our aim is not to become a permanent part of your organisation. Knowledge transfer and exit are part of the engagement from the start. The aim is that your team can carry on more independently after our work than before.

Or shorter: we came to leave.

We clarify that in the first conversation.

We deliberately take on only a limited number of demanding engagements at the same time. That is why in the first conversation we clarify both the professional fit and the possible start date.

Main focus Switzerland. Engagements outside Switzerland depending on the situation and engagement.

That depends on the undertaking.

What matters is not where we open a laptop, but where we can have a meaningful effect. In some situations remote work is enough. In others you have to sit at the table with the people. We clarify that together.

Ideally more than before.

Decision logic, relevant knowledge, approach, documentation and insights gained should stay with the client. We do not want to create artificial dependency.

Our engagement is successful when you need us less afterwards than before.

We come, the knowledge stays.

Because difficult projects are interesting.

We like situations in which experience really makes a difference. And we find it more satisfying to work on the decisive adjusting screws in a short time than to produce consulting slides about a problem for months.

Our aim is: the greatest possible effect in the shortest possible time. Not the longest possible presence.

Yes.

Below are two ways forward: book a date directly, or ask a question first.

We do our best.

For the actual deployment, however, we recommend the other direction.