Whoever comes next inherits the role but not the machine behind it, because the machine was never written down anywhere.

How I work

• Structuring decision-making. I make explicit who decides what, on what data and within what limits. Delegation becomes an organisational fact, not a personal concession.
• Coaching the people in charge. I support the leadership team drawing on direct experience as an entrepreneur, not on a theoretical model.
• Full process coverage. I work simultaneously and evenly across sales, purchasing, logistics, production and HR. Structuring one area alone moves the bottleneck, it does not remove it.
• Support over time. A handover is measured in years, not months. I stay until the new arrangement stands on its own.

How you know it worked

When the founder can be away for two weeks and the company makes decisions without calling him, the handover has happened. Not before.