Zurich & German-speaking Switzerland
Interim management, value creation and governance for industrial groups, the Mittelstand and portfolio companies in the Zurich economic area. In Switzerland's leading business and financial centre, we bring experienced steering, board-level governance and a measurable first 100 days — for owners, boards and funds who want results, not slides. Mandates on-site and cross-border, in German and English.
In Switzerland's economic heart
Zurich is Switzerland's leading business and financial centre — a concentration of industrial groups, private capital and globally competitive companies that few European regions can match. Here we support industrial groups, family-run companies and portfolio holdings with interim management and fractional leadership, when a leadership gap, an inflection point or a value-creation programme calls for experienced steering. The German-speaking market sets a high bar and expects substance over presentation: a clear mandate, full ownership of the result, and a leader who is inside the business rather than in front of it. We step in quickly, stabilise, set direction and hand back a stronger organisation — and we do it to the Swiss standard of rigour and discretion that owners and boards in this market take for granted.
For industry, the Mittelstand and portfolio companies
We combine operational value creation, board-level governance and execution discipline — with a measurable first 100 days. For owners, boards and funds who want results, not slides. The Deutschschweiz economy is built on industrial depth and engineering excellence, and value here is created in how a business is run: margin, productivity, working capital, commercial focus and the strength of the management team. For owner-led companies we bring large-company capability without the bureaucracy; for funds we act as operating partner on the holdings that need hands-on steering to deliver the plan. In every case we translate the work into governance and reporting the board can hold long after the mandate ends, so the improvement is durable rather than dependent on our presence.
What an operating partner changes in the field
An experienced operating partner is what turns a value-creation thesis into results that hold. In the Zurich mid-market that means a disciplined sequence rather than a long list: a credible 100-day plan with clear ownership, a sharper commercial and pricing focus, working-capital and cost actions that protect cash, and a management team upgraded and aligned rather than merely instructed. We sit inside the business with full mandate, accountable for the numbers, and install the governance that keeps owners and boards in control once we step back. The standard we set ourselves is plain: by the end of the mandate the company should be measurably stronger and more capable of running itself — not more dependent on the people who steered it.
Zurich as a cross-border platform
As Switzerland's financial centre, Zurich is where private capital, industrial groups and international investors meet — and much of the work that matters here crosses a border. We are built for that. From our Swiss base we steer groups with operations spanning Switzerland, Germany and beyond, align governance across jurisdictions, and bring direction that engages local advisers rather than working around them. For funds with cross-border industrial portfolios, we are an operating partner equally at ease in the Zurich economy and the wider DACH and European markets their holdings serve. The same standard of governance, discretion and execution travels with us across each border — so that complexity becomes something a board can govern rather than a risk it has to absorb.
Context. In private equity, operational value creation has replaced financial engineering as the primary lever, and over 50% of mid-market portfolio companies have launched AI initiatives (McKinsey, EY, FTI 2026) — exactly the terrain of an experienced operating partner. In a high-cost, high-standard economy like German-speaking Switzerland, returns come from how a business is run rather than how it is financed. A senior interim or fractional leader, able to act from day one and accountable for the outcome, is the most direct way to convert that into durable results.
Fractional CEO/COO & interim
A Fractional CEO or COO brings senior executive leadership into the business for a critical phase, on a time-boxed basis: growth, transition, reorganisation, entry into a new market. Not a consultant who recommends, but a leader who decides, aligns the team and delivers results. Operational within weeks, not months.
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Value creation and direction for funds and portfolio companies
Executive direction and operational value creation on the portfolio companies of funds and investors. We step in after the closing, where the return is actually made: 100-day plan, governance and control redesign, commercial and operational levers, AI on margin, turnaround where needed. We protect and multiply value, and we prove it with numbers from entry to exit, rather than claim it.
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Strategic direction & governance
We give companies, scale-ups and groups a direction that holds up in the boardroom and in front of capital: from strategy and the industrial plan through to an investor-ready business plan and capital structuring. Not theory, but executable decisions delivered with Swiss rigour.
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Are you based in Zurich?
Our seat is Lugano; in Zurich and German-speaking Switzerland we work on mandates on-site and cross-border, in German and English. The Swiss standard is the same on both sides of the country.
Interim or fractional?
Both, depending on need: interim management for a time-boxed full-time mandate, fractional for an ongoing part-time leadership role. We choose the format around the company's real situation, not a label.
Do you work with private-equity funds?
Yes. We act as operating partner to funds and their Zurich-area holdings — 100-day plans, value creation, turnaround and board-level governance — inside the business and accountable for the numbers.