External clarity for
internal decisions.

Where complexity grows faster than leadership capacity, the most expensive mistakes happen. I support managers and executive teams precisely in the transitions that are hard to delegate.

• Support for executives — confidential sparring as an equal, not textbook advice
• Governance structures: roles, responsibilities, decision rights
• Support in crises and structural change

When sales and marketing work side by side rather than together, the cost is more than just lost revenue; it wastes real potential. Often it takes someone from outside to realign the two. As a former Team Lead, Sales/Marketing, I speak from experience when it comes to bringing them back together.

• Sales: pipeline structures, trust-building acquisition strategies, interim senior sales leadership
• Marketing: positioning, substantive B2B communication, consolidation across channels
• Coordination across sales, marketing and product

Process optimisation is not an end in itself. The analysis identifies where effort and impact drift apart. Interventions take place only where they are truly worthwhile.

• Process analysis: value stream, bottlenecks, blind spots
• Process optimisation with judgement. Even in the AI era, not every process needs to be automated; opportunities and risks have to be weighed carefully
• Support in implementation (including the use of AI agents) and in making changes stick

dbco. acts as a strategy and governance boutique, with proven formats that fit into the day-to-day of established SMEs and offer cost certainty.

• Swiss industrial SMEs (50–200 employees): support on leadership matters (3–6 months)
• Service companies: governance audit and restructuring of the executive team (6 weeks)
• Mandate logic: retainer, fixed fees or temporary interim assignments (4–20 weeks). Non-disclosure agreements (NDAs) are always standard.