Independent advisory, workshops and executive sparring for leaders deciding what to test, fund, pivot, stop or scale.
Innovation leaders rarely lack ideas. The harder question is which opportunity deserves further commitment—and what evidence should justify additional funding.
I provide independent innovation strategy consulting for executives, boards, founders and innovation leaders deciding what to test, fund, pivot, stop, defer or scale before capital, credibility and organizational energy become difficult to recover.
I am based in Zurich, Switzerland, and work with organizations across DACH and Europe in English and German.
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 organizational 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 artifact they can continue using after the workshop.
One recurring principle is that business model validation must test the whole system. Participants therefore examine the connections among customer progress, switching, delivery, revenue, and viability rather than completing isolated canvases.
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 organizations that want more than another presentation about trends or technology.
One recurring question is why innovation automation requires stronger evidence standards as AI makes outputs, prototypes, and research artifacts cheaper.
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 program around the problem.
Portfolio decisions also depend on whether the organization has the corporate innovation readiness to learn before commitment increases. A strong initiative can still fail when customer access, decision rights, incentives, or transition capabilities are missing.
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.
If you want to explore the underlying decision logic before contacting me, start with the guide to better innovation decisions under uncertainty.
