Build. Scale. Transition.
How we support organisations across critical
business phases
Organisations typically reach out when people-related topics start to limit speed, increase
risk or distract leadership from the core business.
Across Build, Scale and Transition, we support leadership teams with hands-on HR
leadership and experienced consulting – focused on reducing risk, creating clarity and
enabling sustainable business decisions.
Laying the right people foundation
You are building a business, a new unit or entering a
new market?
People topics are critical, but HR needs to remain
lean, pragmatic and business-driven.Do any of these situations sound familiar?
1.
“We are entering the Austrian consumer
market and are required to hire a small local
team but we are unsure about local labour
law, contracts and payroll.”2.
"Founders or managers handle HR on the side – contracts, roles and responsibilities are unclear. We are looking for ways to professionalize how we manage people matters.”
3.
“A new operational production site must go live within a couple of weeks and we need staff, shifts and contracts immediately.”
4.
“We are growing, but don’t yet have a Head of HR. We need someone to build the function and prepare a handover.”
How We support in Build phases
Lean and compliant HR setup
Establishing contracts, policies, basic gover-
nance and payroll interfaces aligned with localrequirements.
Recruiting & onboarding foundations
Structuring pragmatic hiring and onboarding processes for first key roles and leadership positions.
Operational ramp-up planning
Workforce planning, shift models and staffing concepts aligned with operational KPIs (e.g. warehouse or production ramp-ups).
Targeted consulting orinterim HR
ownershipActing as an HR sparring partner or interim Head of HR to build foundations without overengineering structures too early.
A solid people foundation that supports speed, compliance and future
scalability – without unnecessary bureaucracy.
Laying the right people foundation
Structuring growth and increasing complexity
Your organisation is growing – in headcount,
locations, systems or markets.
What once worked through proximity and in- formal coordination no longer scales. Growth
introduces complexity, cost pressure and ope- rational risk – especially in people-related
areas.Do any of these situations sound familiar?
1.
“What worked with 50 employees no longer works with 250 – roles and responsibilities are unclear.”
2.
“We plan to move HR activities into a shared service centre, but cannot risk operational disruption.
3.
“Global HR standards are rolled out, but don’t fit local labour law or culture.”
4.
“HR processes are too slow and fragmented for our growth speed.”
How We support in Scale phases
Professionalising HR without
over-bureaucracyDesigning scalable HR processes and governance structures that support growth instead of slowing it down.
Matrix and international alignment
Translating global HR frameworks into workable local solutions and mediating between headquarters, shared services and local leadership.
Leadership enablement & executive
sparringSupporting managers and leadership teams in navigating people decisions under growth pressure.
HR outsourcing
Supporting transitions of HR activities to shared service centres and ensuring operational stability and service continuity throughout the transition.
Make-or-buy decisions in HR
Assessing which HR activities should remain internal and which can be outsourced – aligned with cost, quality and risk considerations.
Growth with control, clarity and sustainable performance
– instead of chaos and attrition.
Structuring growth in increasing complexity
Leading change, restructuring and closure
Your organisation is facing restructuring,
reorganisation or closure.Decisions must be taken under time pressure,
with legal, financial and human consequences.Do any of these situations sound familiar?
1.
“We need to reduce headcount or close a site to restore profitability.”
2.
“We are entering complex negotiations with works councils or unions and lack experience.”
3.
“A business unit is being liquidated, but operations must remain stable until the very end.”
4.
“We are concerned about legal risks, reputational damage or escalation.”
How We support in Transition phases
Interim HR leadership with full
accountabilityTaking on interim HR Director responsibility, including liquidation and wind-down scenarios.
Restructuring & closure management
Structuring and executing reorganisations, site closures and business cessations.
Industrial relations & stakeholder
managementNavigating through negotiations with works councils, unions and authorities, including social plans.
Retention & wind-down management
Designing retention concepts to keep key people on board until closure and ensure operational continuity.
Leadership support in crisis situations
Stabilising leadership teams and taking over sensitive conversations to relieve local management.
A controlled transition that protects value, people and leadership credibility – legally sound, tstructured and humane.
Leading change, restructuring and closure
Operating focus
Austria & Switzerland:
End-to-end HR leadership across Build,
Scale and Transition phases.
Germany & Central and Eastern Europe:
Strategic and project-based support, including complex
cross-border setups.
