Blog

Organisational Due Diligence: A Checklist for PE Deal Teams – The numbers get a data room. The organisation gets an org chart and a management presentation. A working checklist for reading the company a leader will walk into, before the deal closes.
When a Family Office Needs a CFO – and When It Doesn't – Most family offices that decide they need a CFO need something narrower, or something different. Six lines of finance work, the signals for each answer and what to write down before the search.
Potential Over Experience: Why Track Records Don't Predict Executive Success – A track record proves that someone's potential was realised once, in one environment. It says almost nothing about whether it will be realised in yours.
Executive Search for VC-Backed Startups in Portugal: A Founder's Guide – Portugal's startup ecosystem produces founders faster than it produces executives who have scaled one. A guide to searching for the ones who have – here, abroad and remote.
What to Agree With the Board Before You Start a COO Search – The candidate was right. The mandate was never agreed. Five agreements between the owner, the board and the CEO that decide a COO search before the first interview.
Management Due Diligence: Why Nearly Two-Thirds of PE Firms Replace a Portfolio CEO – Financial due diligence is forensic. Leadership due diligence is a few interviews and a track record. The replacement statistics show what that asymmetry costs.
Why C-level Hiring Breaks When Decision-Makers Step Aside – We keep seeing the same pattern. The C-level role is critical. The stakes are high. But the hiring decision is filtered through layers.
Sewing a patchwork quilt – Recently, I revisited Don Beck's course on Integral Spiral Dynamics. This time, it prompted me to contemplate the current world situation.
Unlocking business potential: The power of outside perspective – In our communication with potential clients, we often encounter the position that companies have their own HR departments.
Roadmap as a guarantee of victory – Advice for Producers on how to climb Everest quickly without losing the team. This is a continuation of advice for people with different management styles.
Don't make yourself an idol – Incredibly useful and sometimes radical recommendations for Entrepreneurs on quickly establishing communication with yourself and your team.
Become a magician of management: build mutual trust and respect in your team with six simple rules (works for orthodox materialists as well as for voodoo believers) – The foundation of any group behaviour is communication. The better we convey information, the easier it is to create social connections.
Building the team (all hands on deck! Part 2) – If a culture of trust and respect is already established within your team, you can proceed to build effective communication.
Gathering the team (all hands on deck!) – The main factor for a company's stability and survival in the face of rapidly changing conditions is a cohesive and motivated team.
How to strengthen a team in turbulent times, grow a business and outperform competitors – A storm is always a challenge for a ship's crew, a test of their strength. At the same time, it is also a space for new opportunities.