An eye for what matters.The world changes faster than any plan. I develop your organisation and build the structures that turn strategy into everyday practice.
I transform organisations in pharma, biotech and healthcare so that they are equipped for the future, and I guide the people who work there through this change.
My work covers the full scope of organisational development, from vision and strategy to the business model, the process landscape and implementation. I lead change management and shape the cultural change it requires.
Every mandate starts with a clear agreement on my role. As an organisational developer, I work with the board and the senior leadership team on the target state and the concept. I support your leaders as they take their teams through the change. Leadership stays with you. As an interim manager, I take over the function myself. I lead the change directly, with the decision rights and authority over the team that the mandate grants me. Many mandates combine both. First the concept with the board, then the implementation under my leadership.
I notice the fine cracks in a structure or a team long before they reach the surface. I first learnt how deeply structures reach into people's lives as a nurse, long before I led organisations through change. Today I design governance and decision rights that fit the regulatory and human environment your company actually works in.
In pharma, biotech and healthcare, the stakes go far beyond efficiency. How openly people raise a deviation or escalate a concern is not a matter of personal style. It is a cornerstone of patient and customer safety.
Having guided five post-merger integrations, I know how integration succeeds under pressure and where it fails. Structure and culture cannot be changed separately. What my mandate leaves behind is a structure the team accepts and makes its own.
Every mandate follows the same four steps, and I see all four through myself.
Organisational development and structural realignment
When growth, shifting market dynamics or tighter regulation mean that established structures get in the way of operations instead of supporting them, I realign the organisation, its roles and its operating model.
Transformation and change management
When a company fundamentally realigns its strategy or adopts a new digital business model, I lead the transformation. Culture takes longer to change than any structure. So I stay with the teams, as a sparring partner to leadership and a mentor to the people, until the new way of working is second nature.
Organisational design for people and AI
When AI takes over tasks, roles, spans of control and decision paths change. Middle management loses routine work and gains new responsibilities, such as coaching teams and overseeing AI-supported processes. I redesign roles and layers so that knowledge stays in the company and tomorrow's leaders can still grow. I do not remove layers on request. I first look at what the organisation will need in future.
AI Implementation and AI Governance
Artificial intelligence changes how an organisation decides and works. I lead the introduction of AI as a transformation, not as an IT project. In pharma, biotech and healthcare, AI must meet the same standard as every other part of a regulated organisation. Accountability is clear, every decision can be traced, and the system passes an audit or an inspection by the authorities. I realign roles, processes and accountability, build AI governance in line with ISO/IEC 42001 and the EU AI Act, and guide the change that comes with it.
Post-merger integration
After a merger or acquisition in life sciences, governance systems, regulatory processes and corporate cultures have to be aligned and brought together in daily operations. I lead that integration.
You gain a new operating model that works in daily practice. Structures and roles are reordered, processes and SOPs documented, governance and decision paths clearly defined. The organisation is inspection-ready and new units are integrated. Where it makes sense, I digitise processes and then develop them further with AI. For every AI system, it is clear who is accountable and where a person approves. What you have at the end is not a slide deck. It is an organisation that has made the change its own.
- A scalable operating model. A structure built for growth that brings global compliance requirements and your business goals together and works in reality.
- Governance and clear roles (RACI). Clearly defined accountabilities, in place from day one, remove duplication and disputes over responsibility.
- More efficient interfaces. Less friction, less duplicated work and less back-and-forth between global headquarters, regional units and functions.
The difference is simple. A management consultancy delivers a concept and leaves. Implementation stays with the company. I deliver the concept and implement it. Depending on the mandate, I support your leaders as they lead the change, or I take over the function and lead it myself, with the authority to decide. Either way, I stay until the new structure has proved itself in daily business. My background in the regulated pharmaceutical world shapes how I see things. I consider structure and regulation together from the start, not as a correction afterwards. At the end there is no report. There is an organisation that continues on the new path by itself.
A restructuring merely redraws the lines and boxes on an organisation chart. A transformation changes how people work together every day. I design the target operating model, draw up the RACI matrix and review the decision rights. Then I manage the change hands-on, together with the team. Change only sticks when daily behaviour shifts too. Otherwise the organisation slips back into old habits.
Clients do not engage me for classic turnarounds. I am not the manager who cuts costs in crisis mode, closes units and saves a company from insolvency. There are dedicated specialists for that. My field is rebuilding from a position of strength, so that a company is ready for the future. I see reorganisation and restructuring as the strategic development of structure, operating model and organisation, with the business model and the people considered together.
Five PMIs have shown me that structures must stay stable under pressure. The key is to align governance processes and integrate cultures at the same time. I redesign how decisions are made and escalated, involve the teams from the start and close the mandate with complete documentation and a structured onboarding of the permanent successor. The organisation then runs steadily on its own when my assignment ends.
Culture can change once you understand that in regulated fields such as pharma and biotech it is directly linked to patient safety. How a team deals with deviations, escalates errors or raises concerns is not a matter of personal style. It is a question of compliance. I do not impose templates on teams. I start with what already works in the existing culture and develop the new way of working from it, step by step.
I treat an AI system like any other part of a regulated quality system. Before it goes live, it is clear who is accountable, what the system may decide on its own and where a person has to approve. Data sources, validation and changes are documented, so every step can be followed during an inspection. I build the AI management system to ISO/IEC 42001 and align it with the EU AI Act and the rules of your market. Then I train the teams who work with it. This applies to pharma and biotech companies, to healthcare service providers and to public authorities.
Every mandate begins with a confidential conversation.
If you recognise your situation here, get in touch directly.