At scale, the challenge is no longer the product.
It’s the founder’s role.
WHEN YOU SCALE →
As the company grows, your role shifts with it. What once felt instinctive now requires deliberate thought, and the margin for error shrinks.
Decisions accumulate. Delegation feels riskier than it should. Your strongest people push back. Expectations rise from the team, from the board and from yourself. You’re carrying more than you intended to.
Gradually, the room gets quieter.
You see more than you can say. There are fewer places where you can think out loud without consequence. Over time, clarity narrows and control tightens.
This is where execution risk begins to concentrate around the founder.
THIS IS WHAT I DO →
I work with founders when scale changes the role.
We focus on the decisions that carry real consequence and on how authority actually moves, especially where it keeps routing back to the founder or tightening into cofounder and board friction.
I name what’s happening in the room: hesitation, pattern, avoidance. Founders think in real time without performing certainty until the real issue becomes clear.
From there, delegation holds. Authority redistributes deliberately. Board conversations become cleaner. Executive alignment strengthens.
The company scales when the founder’s judgment stabilises under pressure and execution stabilises with it.
WHEN LEADERS REACH OUT →
Decisions slow because everything still routes through the founder or CEO.
The executive team aligns in meetings but diverges once execution begins.
Delegation increases but real authority keeps collapsing back to the centre.
Board conversations begin to shift influence and power in the room.
The role expands faster than the leader has space to adapt.
It starts as a business problem.
It rarely stays one.
I work with founders and CEOs navigating scale, board pressure, governance complexity, and increasing decision weight.
Before coaching, I spent over two decades in senior leadership roles across global organisations in life sciences, biotech, and complex commercial environments, operating at scale and under scrutiny.
I trained in executive coaching at INSEAD and now advise founders and executive teams internationally.
My edge is simple: I stay clear when pressure rises. I help founders protect decision quality when capital, governance, and reputation are on the line.
This is disciplined thinking under load.
Direct. Confidential. Demanding.
Based in Switzerland. Working globally.
Some investors refer founders during critical scaling phases.
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
THIS IS HOW I WORK →
01
Better decisions under pressure
Stabilise authority flow
Evolve to the leader you need to be
02
03
We strengthen judgment and decision flow when information is incomplete, so clarity holds as pressure rises.
We clarify ownership and executive accountability so authority doesn't collapse back to you.
We build steadiness under sustained stress so your leadership maturity matches organisational complexity.
Evolve to the leader you need to be
We build steadiness under sustained stress so your leadership maturity matches organisational complexity.
03
Stabilise authority flow
We clarify ownership and executive accountability so scale does not collapse back into the founder.
Better decisions under pressure
We strengthen judgment and decision flow when information is incomplete, so clarity holds as pressure rises.