Strategic Advisor
Don't go in if you don't know the way out.
Most advisory relationships produce documents. This one produces decisions. The work is ongoing, with the people who are leading: the board, the founding partner, the CEO. Not a project with a finish line. There when the hard questions arrive.
An advisor who has been in the room through the hard decisions holds something a hired consultant cannot. The advice improves the longer the relationship runs.
The format is flexible. Monthly retainer. Quarterly board presence. A standing call when something breaks. The structure fits the engagement, not the other way around.
Right fit
You need an advisor who already understands the terrain, not someone who needs six weeks to get up to speed before they can say anything useful.
Not the right fit
You need a project with a fixed deliverable and a completion date. This is not that.
“His superpower is the ability to transcribe all the uncomfortable situations that most teams face but never discuss. Lukas can be provocative in his process but like strenuous exercise, you always feel better after having done it.”
Operating Partner
We'll do to ride the river with you.
Some situations require more than advice. A CEO transition. A portfolio company under performance pressure. A family business entering its second generation. These are moments where watching from a distance doesn't cut it.
As an operating partner, the engagement is structured differently. Dedicated time. Consistent presence with the leadership team. In the room at critical decisions. The goal is not to run the operation. It is to be close enough to matter. Not to take the wheel. To build the team that can.
This is the deepest engagement, and the one that produces the most durable results. The work ends when the chapter turns, not when the clock runs out.
Right fit
You are in the middle of something that cannot wait for a consulting cycle: a transition, a turnaround, or a decision with a short window.
Not the right fit
You want outside validation for a decision that's already been made. The operating partner role is for genuine uncertainty, not confirmation.
“What initially began with brand strategy developed into a fruitful season of partnering with us to build and implement initiatives that would become the foundation for our family office today.”
Executive Intensive
Find the trail worth riding.
Some problems do not need a long engagement. They need one day, with the right people in the room and someone who knows how to design a conversation that cannot be ducked.
Built for one thing: a decision the room has been avoiding. Some decisions don't get made because no one designed the conversation that makes them possible. Annual planning. Board retreats. Family governance. A founder transition that has been deferred twice already. The facilitation is not a meeting with an agenda. It is a designed conversation with a specific destination.
The preparation matters as much as the day. Conversations with each participant in advance. Where the consensus actually is, and where the real disagreement lives. So the day is spent on the actual problem, not on getting the room ready for it.
Right fit
You need a specific conversation to happen at a specific moment: a planning session that has to produce alignment, or a decision that cannot be delegated to a committee.
Not the right fit
You need ongoing strategic support. Facilitation is a single engagement. If it keeps coming up, that's a different kind of work.
“Lukas is uniquely gifted at providing simple solutions to complex problems. He's very good at identifying the crux of an issue and providing a compelling insight. He's helped us identify, define, and develop new avenues for growth.”
When the right structure isn’t obvious.
The first conversation is free. Tell us what’s on your plate and we’ll tell you honestly whether there’s a fit.