Keep what made the business special.
Change the way it works for what comes next.
For new CEOs in their first 90 days: a sparring partner who sees the whole business — the numbers, the processes, the projects, and the gap between what it promises its customers and what it actually delivers. Then I leave.
You’ve just been appointed CEO of a business that puts a great deal into what its customers experience — a hotel, a medical wellness clinic, a manufacture.
The mandate is clear. The business keeps running. And you’re still learning it.
Everyone expects answers
Quickly. While you're still understanding how the business really works.
You can't discuss everything with everyone
Not with the team. Not always with the Board.
What looks obvious now may look different in three months
The first decisions can't wait. The full picture can.
That's not a leadership problem. It's the normal position of someone leading a business they're still learning.
Everything the business needs from you — in one picture
The Board usually sets a number: EBITDA, EBIT, growth. Getting there runs through everything else — a budget built for last year, processes that have aged with the business, projects that need steering, and gaps between what customers are promised and what they actually get.
Your CFO owns the numbers. Your team owns their areas. I work on how it all fits together — and get hands-on where something needs moving
Some situations need a precise look under the surface first. Others need someone alongside you from day one. Both paths lead to the same place: a business that carries itself.
The entry point depends on where the pressure shows up — not on what sounds right in theory.
- Just appointed CEO → Transition Partnership, starting with the first 90 days
- You need a clear picture first → Transition Start
- Running an owner-led business, and everything lands on your desk → Transition Partnership
01 - See it clearly, act yourself
Transition Start
Presence · Precision · 24 hours on-site —
or a focused remote session
I come to you. I observe how decisions are actually made — not how they are supposed to be made. I talk to the people around you. I sit in the room where responsibility should be clear — and notice where it isn't. I also look at what’s behind it: what the budget assumes, which projects are already in motion, and where the customer promise and the daily reality drift apart.
The on-site format is designed for environments where the real dynamics only reveal themselves in person. When geography or timing makes that difficult, a structured remote session covers the same ground.
What you get
- A structured conversation that uncovers where things actually slow down
- Conversations with your key people (on-site) or a focused diagnostic session (remote)
- Direct observation of how decisions really get made — not the official version
- A written summary: where you are, what's in the way, what needs to change
No generic audit. No industry template. Just a precise look at how things actually work — and what it takes to make them hold.
02 - See it clearly, act together
Transition Partnership
Hands-on · Defined period · Weekly cadence + periodic on-site
Starting as a new CEO?
The first 90 days are where this matters most. You have to learn the business while it keeps moving — and the decisions don’t wait.
I work alongside you for a defined period, mostly in the background: what the mandate asks of the business, what the numbers and the budget assume, which projects and processes help — and which don’t. So your first decisions rest on the full picture.
Running an owner-led business?
Then I work closer to the organisation: a weekly working session with you, and work inside the business between sessions — building what’s missing, clarifying who decides what, and making sure decisions move to where they belong.
This is not advisory. It’s not a quarterly check-in. It’s hands-on work, with enough continuity that the new way of working actually holds.
For new CEOs, it starts with the first 90 days. I leave once the business carries it on its own.
What this looks like
- Weekly working session with you — not a coaching conversation, a working one
- Direct work inside the organisation between sessions — building what's missing
- Periodic on-site, at a cadence that fits the situation
- Full continuity — I carry the context so nothing has to be rebuilt each time
- Available between sessions for the moments that can't wait
Make decisions with clarity. Build something that performs at its peak — without depending on yours.
I work with CEOs and founders whose attention belongs to the experience they give their customers — in luxury hospitality, wellness and longevity, and luxury manufacturing. The business behind it deserves the same attention.
I also work with the investors behind them, when a new ownership or leadership chapter begins.
Who I am
On peak performance — and why it's decided behind the scenes.
Customers today don’t just buy a product or a service. They choose an experience. And they decide — immediately — whether it was worth it.
Most businesses do what’s necessary. They meet expectations, keep things running, deliver what was promised. A few aim higher — and those are the ones customers remember, investors back, and people want to work for.
Peak performance, for me, means three things holding at once: customers who feel genuinely served, not just satisfied. Investors who see their capital making a real difference. And people who work in a setup that lets them do their best. They don’t compete with each other. They build on each other — and the top only holds if the foundation underneath does.
That foundation is built behind the scenes: in the budget, the processes, the projects, and the way decisions get made. That’s where I work — and why it’s called Peak Companion.
I learned early on that not deciding is almost always worse than deciding wrong. That comes from 20+ years in UHNW aviation, wealth management, airline and technology — with budget responsibility, operations and projects of my own, and an MBA. Different industries, similar patterns.
The CEOs I work with are very good at what they do. My part is making sure the business behind them holds up to the same standard. What already works stays. What’s stuck gets fixed. What’s missing gets built. Then I make myself unnecessary.
20+ years
in complex organizations
5+
major
projects delivered
CHF 10m+
Budget
managed
Industries
Aviation
Wealth Management Technology
Airline
Not sure where to start?
Not every leadership situation needs someone from outside. A short conversation helps us both find out whether an outside perspective would add something — and whether working together makes sense for both sides.