Lausanne, Vaud, Switzerland
I work with organisations navigating transitions where the stakes are high and the path is unclear—family enterprises facing succession, boards rethinking governance, leaders wrestling with how to sustain what matters while adapting to what's changing. My approach starts from where you are. Every organisation has its own history, constraints, and capacity for change. I help clients see options they might not see alone, bring patterns from other contexts, and accompany them as they find their own path forward. Some want significant transformation; others want targeted improvement in specific areas. Both are legitimate. The measure is whether it works—for the business, the family, the people, the values at stake. Over two decades, I've advised owners, boards, and executives across Europe—in media, professional services, fashion retail, higher education, and industry. I've helped scale organisations (15 to 110 people; 642 to 1,300+ across 22 countries), guided a listed company through public takeover and integration, and designed governance and transformation architectures for privately held, owner-managed companies since 2004. I've worked as executive, board member, and trusted advisor—often from backstage, ensuring the structure holds while others operate at the front. I teach at Solvay Brussels School of Economics and Management (ULB), where I've spent over a decade exploring what makes transformation succeed or fail. I believe teaching arises from the encounter between teacher and student—not a transaction but a relationship. My research integrates what usually stays separate: digital transformation and sustainability, governance and strategy, complexity theory and practical execution. I'm drawn to the harder questions: how organisations grow without losing their soul, how governance enables rather than constrains, how transitions across generations can strengthen rather than fracture what's been built. Born at 327.46 ppm, I believe progress must be principled, interdisciplinary, and sustainable.
Domains of expertise - strategy & execution compliant with constraints of resources, of climate & environmental disruption - sound growth in line with net zero trajectories & mitigation of climate change - change management from traditional to digital and from boundless to constrained by climate and environmental impact - private equity: due diligence for digital, agency & consultancy acquisitions - digitalisation & business transformation - omnichannel commerce: music, media, fashion retail, watches... - scrum master & product owner - quantitative & data analysis - on-the-job facilitation - adjunct professor in executive & master programs at university, in charge of marketing, digital innovation and digital transformation, with specific angles on ethical use of technology, sustainability of digital and climate impacts of new business initiatives - training
Led the definition of requirements of mobility services marketplace and back-end finance and administration services and helped define a phased roll-out of a business model for the platform. Acting as coach and expert to the project team and to the finance function of the operator.
Led integration preparation for Emakina Group's take-over by EPAM Systems, managing content & data exchange with the acquirer. • Supported strategic developments in different markets, working closely with local teams. • Participated in M&A and due diligence work to support growth through acquisitions.
Teaching GEST-S704 Omnichannel Marketing course at Solvay Brussels School of Economics and Management.
This is a course about digital innovation which covers both innovation in digital and innovation with digital in more established organisations. There's theory and there are many cases, organized as individual assignments as well as group work. In this course we cover a wide range of topics in industries which are most prone to digital innovation. As part of the development of this course we've started a podcast that's a companion and complements the content provided in the course.
Leading the Digital Transformation module at Solvay's Executive Master in Management.
Advising the School's leaders and marketing & operational teams on matters of transition to digital.
As a partner and member of the founding team, I'm in charge of financial and administrative management and I'm giving a hand where I can help. A start-up is like a submarine: there are no passengers and the crew needs to be able to do more than one job.
Successfully supported the seed stage through to first product and preparation of the next round.