Your situation
Which situation best describes your organisation right now?
Six situations in which banks and financial services providers come to talk to me. Start where you stand right now: with your problem, with the solution you are looking for, or with the result you want to achieve.
Three perspectives, six situations
Choose how you want to start
The tiles show the same six situations in every view. Only the perspective changes.
A programme is stalling, and nobody says so out loud.
The report is green, implementation has come to a standstill. Milestones slip, decisions are postponed.
A leadership position is suddenly vacant.
Filling it takes months, and day-to-day business will not wait. Projects stall, the team asks who decides.
Two institutions are to become one.
The contract is signed, the real work is only just beginning. Two sales cultures are supposed to be one from tomorrow.
The 2027 plan has to be in place by December.
The figures are in, the priorities are not. The off-site is drawing closer, and everyone expects a decision.
The supervisory board wants to see implementation.
The board papers reassure, the questions in the meeting grow sharper. The board wants to know where the programme really stands.
Sales is not delivering what it could.
The team is good, so are the products – only the figures are not. Steering from head office does not reach the branches.
When a programme stalls
First an honest diagnosis, then delivery with clear owners and KPIs that show impact rather than milestones.
When a leadership position is vacant
Interim leadership from the first week, with a clear mandate, a clear reporting line and an agreed end date.
When two institutions become one
Bringing sales and organisation together, step by step and with the people you want to keep.
When the 2027 plan is due
Three paths for the fourth quarter: a roundtable with other institutions, an outside view for your off-site, or an off-site day that ends with decisions.
When the board starts asking questions
Transformation and the supervisory board
Sparring for the chair, an independent assessment of the situation or interim responsibility for delivery, depending on what your board needs.
When sales falls short of its potential
Steering, leadership routines and tools that make it into the everyday work of branches and partners.
Your goal
A programme that delivers again
Evidence: Programm Adler: 9 of 9 association banks in a uniform organisational structure, completed ahead of the planned schedule.
Your goal
A unit that keeps running without a gap
Evidence: branch turnaround at GE Money Bank: +60% branch lending volume, measured over nine months.
Your goal
One institution with one sales culture
Evidence: Santander Consumer Bank: 35 branches and around 190 employees integrated, an average of 84% in the knowledge test after the qualification programme.
Your goal
A plan that gets implemented in the new year
The outcome: decisions with named owners and dates, not a slide deck for the drawer.
Your goal
A board that decides on solid ground
Evidence: Programm Adler: regular submissions to supervisory boards and the ECB, completed ahead of the planned schedule.
Your goal
A sales force that hits its numbers
Evidence: B2B partner sales: €20m in revenue through the partner channel, eight months after market launch.
Nothing that fits?
Is your situation a different one?
Then a self-assessment can help: in four minutes, it shows where your organisation stands. Or take a look at which institutions and roles I work for.
Where to go from here:
Would you rather talk about it straight away?
In 30 minutes, we clarify in confidence where your organisation stands and whether I am the right person for it. Free of charge and with no obligation.