I fix businesses that MBAs break.
Three decades inside the businesses most consultants only diagram. CEO and COO across eleven consecutive transformations for American and European private-equity funds — industrial, B2B services, and international operations.
'%3e%3cg%20transform='matrix(1,%200,%200,%201,%2033,%200.000000000000109615)'%3e%3cg%20clip-path='url(%23552c998f88)'%3e%3cpath%20fill='%23000000'%20d='M%20184.636719%20262%20L%20315.714844%20262%20L%20289.773438%20392.667969%20L%20158.238281%20392.667969%20Z%20M%20184.636719%20262%20'%20fill-opacity='1'%20fill-rule='nonzero'/%3e%3cpath%20fill='%23000000'%20d='M%20447.25%20262%20L%20578.328125%20262%20L%20552.382812%20392.667969%20L%20420.851562%20392.667969%20Z%20M%20447.25%20262%20'%20fill-opacity='1'%20fill-rule='nonzero'/%3e%3cpath%20fill='%23000000'%20d='M%20237.433594%200.664062%20L%20368.511719%200.664062%20L%20342.113281%20131.332031%20L%20211.035156%20131.332031%20Z%20M%20237.433594%200.664062%20'%20fill-opacity='1'%20fill-rule='nonzero'/%3e%3cpath%20fill='%23000000'%20d='M%2079.5%20131.332031%20L%20211.035156%20131.332031%20L%20184.636719%20262%20L%2053.558594%20262%20Z%20M%2079.5%20131.332031%20'%20fill-opacity='1'%20fill-rule='nonzero'/%3e%3cg%20clip-path='url(%23cb1be3d0ea)'%3e%3cpath%20fill='%23000000'%20d='M%2027.160156%20392.667969%20L%20158.238281%20392.667969%20L%20131.84375%20523.335938%20L%200.761719%20523.335938%20Z%20M%2027.160156%20392.667969%20'%20fill-opacity='1'%20fill-rule='nonzero'/%3e%3c/g%3e%3cpath%20fill='%23000000'%20d='M%20289.773438%20392.667969%20L%20420.851562%20392.667969%20L%20394.453125%20523.335938%20L%20263.375%20523.335938%20Z%20M%20289.773438%20392.667969%20'%20fill-opacity='1'%20fill-rule='nonzero'/%3e%3cg%20clip-path='url(%23d2b68c0209)'%3e%3cpath%20fill='%23000000'%20d='M%20552.382812%20392.667969%20L%20683.464844%20392.667969%20L%20657.066406%20523.335938%20L%20525.988281%20523.335938%20Z%20M%20552.382812%20392.667969%20'%20fill-opacity='1'%20fill-rule='nonzero'/%3e%3c/g%3e%3c/g%3e%3c/g%3e%3c/g%3e%3c/svg%3e)
An operator's career, not an advisor's résumé.
I spent thirty years running businesses — not advising them. P&L responsibility, hiring-and-firing authority, and the kind of decisions where the consequences land on you, not on a client.
Eleven consecutive turnaround and growth mandates for private-equity funds in the United States and Europe. Industrial groups, B2B services, distribution, manufacturing. Different sectors, different sizes — the same handful of constraints every time.
That's what convinced me to build the Operating Systems. The same fixes kept working. The Business Performance OS is what I wish I'd had on day one of mandate number one.
Executive Briefing · Brussels, March 2026Signal over noise.
- 01
Diagnose before prescribing.
I never start a turnaround with answers. The Diagnostic comes first — every time — because the constraint is rarely where the noise is loudest.
- 02
Install management, not administration.
Spreadsheets and KPI decks don't move EBITDA. People do. My job is to install the disciplines that let your team make better decisions when I'm not in the room.
- 03
One operator, not a deck factory.
I take a handful of CEO advisory engagements a year. No associates, no slideware, no leveraged team. The person who diagnoses is the person who implements.
- 04
Leave the company stronger than I found it.
Success isn't a transformation report. It's a leadership team that runs the business without me — and a CEO who got their calendar back.