Organisational structure

A structure you don’t have to think about.

Is your company growing faster than its organisation? Roles overlap, decisions get stuck and micromanagement kills initiative? I design structures that support the strategy, give people room and remove needless friction. Not an org chart for a frame — a way of making decisions.

Book a call How it works

Who it is for

Recognise any of these situations?

Everything goes through the founder

The company has 40 people and every decision above a few thousand is made by one person. The bottleneck has a name.

Two people are responsible for the same thing

Head of Sales and Head of Growth. Marketing and “new business”. Nobody knows who has the final say.

After a merger or acquisition

Two cultures, two sales teams, two CRMs. Someone has to decide what stays.

Entering a new market or segment

The structure that worked for one market won’t carry three.

How it works

Step by step. No surprises.

Week 1Diagnosis

How decisions are really made — not what the chart says. Conversations with leaders and teams, analysis of information flow.

Week 2Target model

Structure follows strategy: segments, processes, decision points. Only then positions and reporting lines.

Week 3Roles and responsibilities

For every role: what it owns, what it decides alone, what it escalates. No blind spots, no duplication.

BeyondImplementation

Communication plan, sequence of changes, support for leaders in the first weeks. Changing a structure means changing habits — that takes time.

What you get

A diagnosis of the current structure and the real decision paths
A target model matched to the strategy
Clear roles, responsibilities and reporting lines
An implementation plan with sequencing and communication
Leaders and teams prepared for the change

Who it is for

Companies that have outgrown their organisation
Teams with unclear responsibilities
Organisations before or after a merger
Scale-ups entering new markets

Formats

How we can start.

Start here

Health Check

A full diagnosis of your organisation in 2 weeks. You know what to fix — and in what order.

from €3,700 net

2 weeks · remote + a wrap-up meeting

Customer journey analysis
Process and structure diagnosis
Map of gaps and bottlenecks
Growth-readiness assessment
A report with a 3–6 month plan

Result → You know what to do. And why exactly that.

Order a diagnosis

Interim Manager

I come in and take responsibility. I don’t advise from behind a desk — I run the department when the company needs change now.

from €12,000 net / month

min. 3 months · a decision-making mandate, not an advisory role

The first weeks are diagnosis. Then decisions.
I lead the team and own the result.
People decisions, processes, goals — in my hands.
Full transparency towards the board, every week.
I leave when the structure works without me.

Result → A leader right away. And order that stays.

Let’s talk

All formats and pricing →

Common questions about structure

Does changing the structure mean layoffs?

It doesn’t have to, and usually doesn’t. Most often it is about getting the people who are already there to stop getting in each other’s way. If the diagnosis shows that a role makes no sense — I will say so plainly, but the decision is always yours.

How is this different from HR’s work?

HR designs positions and career paths. I design the way the company makes decisions and delivers value to the customer — and the structure is a consequence of that. I work well alongside HR, not instead of it.

How long does it take?

Diagnosis and target model: 2–3 weeks. Implementation: 2–4 months, because changing a structure means changing habits, and those don’t change with an all-hands announcement.

From what company size does this make sense?

From the moment the founder stops being able to handle everything alone — usually 15–20 people. At 50+ people, a structure without a design almost always costs more than the design.

From the blog