At scale, the challenge is no longer the product.
It’s the founder’s role.
When you scale →
Decisions accumulate. Delegation suddenly feels riskier.
Expectations rise from the team, the board and from yourself.
Gradually the room gets quieter.
Execution risk begins to concentrate around the founder.
what i do →
I work with founders when scale changes the role.
We focus on the decisions that matter and on what happens when authority keeps drifting back to the centre.
The work is thinking in real time without pretending to know too early what the real issue is.
I don't scratch the surface. I help you get to the root.
When I'm brought in →
Decisions slow because everything routes through the founder.
The executive team aligns in meetings but diverges in execution.
Delegation increases but authority collapses back.
Board conversations begin shifting influence and power.
The role expands faster than the leader has space to adapt.
It starts as a business problem.
It rarely stays one.
Before advising founders and CEOs I spent 20+ years operating in global leadership roles across life sciences and biotech.
Leading complex multi-million dollar negotiations in high-stakes environments.
I trained in executive coaching at INSEAD and now work with founders and executive teams internationally.
My edge is simple: I stay clear when pressure rises.
Direct. Confidential. Demanding.
Based in Switzerland. Working globally.
In one of the most stressful moments of my life, Gilles remained incredibly calm and empathetic. The way he handled the situation was truly inspiring. Within minutes, my frustration melted away.
It wasn't just about solving the practical problem. He helped me regain emotional balance and clarity. Gilles doesn't simply talk about theory or offer nice-sounding advice. He embodies what he teaches.
Elena,
FOUNDER & CEO | Ka LĀ ORGANICS
How I Work →
01
Better decisions under pressure
When the information is incomplete, the CEO still has to decide.
We slow down enough to see the real options.
Clarity usually follows.
02
Stabilise authority flow
As companies grow, decisions drift back to the founder.
Even when teams exist.
We make sure authority actually stays where it belongs.
03
Evolve with the role
Over time the role changes.
The work is learning how to carry that pressure without it affecting your decisions.
Evolve with the role
Over time the role changes.
The work is learning how to carry that pressure without it affecting your decisions.
03
Stabilise authority flow
As companies grow, decisions drift back to the founder.
Even when teams exist.
We make sure authority actually stays where it belongs.
Better decisions under pressure
When the information is incomplete, the CEO still has to decide.
We slow down enough to see the real options.
Clarity usually follows.