Better Innovation Decisions Under Uncertainty

I work with executives, boards, founders and innovation leaders facing consequential decisions before the evidence is complete.

The question is rarely whether an organization has enough ideas. The harder question is what deserves further commitment.

Which opportunity should be explored? Which assumption should be tested first? What evidence would justify additional funding? When should a team pivot, stop, defer or scale?

My work helps leadership teams make these decisions before capital, credibility and organisational energy become difficult to recover.

I am based in Switzerland and work with organizations across DACH, Europe and internationally, in English or German.

Workshops

Workshops turn a current innovation question into a structured decision.

Participants work with real initiatives, assumptions and evidence. They leave with a practical artefact they can continue using after the workshop.

Typical formats include:

• Start, Pivot, Stop or Scale

• Innovation Portfolio Decision Review

• Business Model Assumption Mapping

• AI and Innovation Decision Quality

Keynotes

Keynotes challenge how leaders think about innovation, artificial intelligence, evidence and commitment.

They are designed for executive events, leadership meetings, conferences and organisations that want more than another presentation about trends or technology.

Typical themes include:

• Better Innovation Decisions Under Uncertainty

• AI Makes Output Cheap. Judgment Becomes the Job.

• The Cost of Being Wrong in Innovation

• Continuous Business Model Innovation

Advisory and Executive Sparring

Advisory is for leaders preparing a funding, portfolio, business-model or strategic innovation decision.

I provide independent challenge, structured diagnosis and decision support without creating a large consulting programme around the problem.

Typical situations include:

• preparing a board or steering decision;

• reviewing an innovation portfolio;

• evaluating whether an initiative deserves further funding;

• exposing weakly tested business-model assumptions;

• deciding whether to continue, pivot, stop or defer;

• assessing an AI investment beyond productivity claims.

Start with the decision

You do not need to know which service format you need.

Describe the decision, the uncertainty and what will become expensive if the organization gets it wrong.