How we operate.
We don't display clients. We show the type of work we conduct — representative examples.
Why you won't see our clients' names
We work with entrepreneurs, families and investors who require absolute confidentiality. We don't display names or details: discretion is part of the method, in line with Swiss rigour. The founder's verified track record: governance of a European industrial rollout programme of around EUR 1 billion (infrastructure capital, environmental infrastructure and the circular economy) and energy-infrastructure programmes at Saipem, across Europe and the Middle East (see About). The engagements below are the types of mandate we lead.
Board-level experience verified across investment-backed industrial and infrastructure platforms.
European industrial rollout programme — infrastructure investment platform
Direct involvement in the governance of a multi-plant rollout (environmental infrastructure and circular economy), with institutional investors, industrial sponsors and multinational organisations: alignment between capital frameworks and operational delivery.
Energy-infrastructure programmes — international EPC environments
Execution alignment and delivery coordination across large-scale energy programmes, with active support in the start-up and commissioning phases of industrial assets.
Environmental infrastructure & circular economy
Strategic structuring and governance alignment of pioneering initiatives, with public and private stakeholders in regulated, international environments, to create long-term value.
Growing SME — direction & governance
Overloaded leadership, informal structure, margins under pressure → strategic direction, a governance model and an operating plan with KPIs. Outcome: margins recovering and a real second management line finally in place, with a control cadence that holds under growth.
Family group — generational handover
Continuity at risk between first and second generation → a family charter, separation of ownership and management and a structured entry of the heirs. Typical outcome: an orderly transition, decisions unblocked, value protected across jurisdictions.
Scale-up — fractional COO
Revenue doubled in two years with no operating backbone → a fractional COO for processes, control and cadence. Outcome: delivery reliability and margins recovered, with processes that hold under growth — operational within weeks.
Internationalisation — Middle East / Dubai
Entry into the MENA market → market-entry strategy, free zone vs mainland, foreign corporate structure, compliance and launch. Typical outcome: an active, governed office within months, headquarters and foreign office aligned.
A fund's portfolio company — value creation
A fund with a portfolio company to turn around → a 100-day plan, governance redesign and operational and commercial levers. Typical outcome: a return to positive cash and a rebuilt exit path — value demonstrated with numbers.
New venture — investor-ready business plan
A solid but unfundable idea → a business plan, an economic model and governance from the outset. Typical outcome: a dossier ready to face investors and banks, structure aligned to the round.
Three representative examples of our method and the kind of outcome typically achievable in comparable situations.
Illustrative scenarios for explanatory purposes only, not based on specific clients. The ranges indicate typical expected outcomes, not guaranteed results.
Governance and generational succession
Situation: A founder-led mid-market company begins the handover to the next generation. Decisions remain concentrated in one person, there is no genuinely active governing body and no formalized succession plan, and continuity of value depends on the founder's presence.
Approach: Krymax frames the transition as an orderly path, not a single event. We define the target governance, build a functioning board with traceable delegations and controls, and support the successor's preparation, aligning family, management and ownership around shared rules.
- Formalized succession plan with timing, roles and shareholder pacts
- Active board with independent presence and clear delegations
- Structured transfer of key responsibilities from the founder
- Family pacts and governance rules for continuity
Expected outcome: In comparable situations, one can expect a marked reduction in dependence on a single individual and a more mature governance, less exposed to key-person risk. The typical outcome is an orderly handover that protects the value built and makes the company more credible to banks, partners and prospective investors.
Value creation in a fund portfolio company
Situation: A mid-market company held by a private equity fund needs an operational step-change. With expensive leverage and flat multiples, growth can no longer come from finance alone: margin and efficiency must be recovered operationally, where value is created today.
Approach: Krymax works alongside the board and management with a measurable execution discipline. We map a small number of high-impact levers on margin and working capital, translate them into a plan with owners, milestones and KPIs, and steward progress through periodic follow-up to the result.
- Operating levers on pricing, costs and process efficiency
- Cash release from working capital
- Value plan with owners, milestones and tracked KPIs
- AI use cases in production with measured impact
Expected outcome: In comparable situations, it is reasonable to expect the recovery of a few points of operating margin and EBITDA growth closer to the double-digit levels that now drive returns. The typical outcome is a more solid and lasting value trajectory, built on execution rather than multiple expansion.
Europe–Gulf cross-border structuring
Situation: A European group wants to build a stable, compliant presence in the Gulf, where a growing share of the world's capital is concentrated. It lacks a clear design for structure, governance and compliance and a reliable local counterpart, and the reputational and regulatory risks of an improvised entry are high.
Approach: Krymax designs the entry as a structured, discreet path. We define the most suitable corporate and governance structure, oversee regulatory and substance requirements, and facilitate access to qualified institutional counterparts, keeping the European parent and the new Gulf presence aligned.
- Design of the cross-border corporate and governance structure
- Compliance, economic substance and regulatory oversight
- Access to qualified institutional counterparts and contacts
- Alignment between the European parent and the Gulf presence
Expected outcome: In comparable situations, one can expect a compliant and credible presence built within controlled timelines and risk, with governance that withstands the scrutiny of investors and authorities. The typical outcome is a solid platform to capture capital flows between Europe and the Gulf, avoiding the missteps that undermine a rushed entry.