JUST VALUE.
Strategy and transformation for industrial, agrifood and multi-business companies, from the owner’s decision to delivered results.
I work with owners, investors and executive teams when a business needs a clear decision and a structure that carries it through: portfolio and growth strategy, business model change and transformation offices, integrations and carve-outs, turnarounds. I take on mandates as independent advisor, fractional or interim executive.
Munich · Mandates across Europe and international markets
01 — Why work with me
For twenty years I have worked on both sides of a transformation: as strategist to owners and Boards of investor-backed groups, and as transformation lead inside a global listed manufacturer.
For more than twelve years I reported to owners, shareholders and Boards. I ran a group Management Committee and was accountable for strategic finance, budgeting and a €800M+ investment portfolio. Every recommendation is tested against value, cash and capital.
I built a corporate centre, a group strategy function, strategic planning, performance assessment and transformation/project management offices from zero. I have done it twice as a Strategy Director in US$3–4B groups and improved it at a US$14.5B listed manufacturer and as an Executive Advisor to various mid-sized companies. I have governed portfolios of up to 500+ initiatives across up to 60+ teams on three continents.
I build a pipeline, establish relationships, negotiate and manage transactions and then lead their separation and integration through Day 1, the first 100 days and stabilisation. The deal case and the integration plan stay in one hand.
I have worked with plants, supply chains, product quality and dealer networks in machinery and manufacturing, and across the agrifood chain from farmland and processing to branded food.
02 — Services
Each service starts from a business situation and ends with a result your organisation can run with.
01
When you need it
The group has outgrown its strategy or is stuck with low margins or low liquidity. The Board, owner or CEO must decide where to invest, fix or exit. The next planning cycle needs real choices.
What I do
Asset-by-asset portfolio review, market and competitor analysis, growth and market-entry options, business cases and scenarios, capital allocation, strategic planning and KPI system (OKR / OGSM). Follow-up execution.
What you get
A decision paper for the Board or owners, a prioritised strategy with investment plan and KPIs, and a planning cycle your team (with or without my supervision) can run.
FormatAdvisory project, 4–10 weeks, followed by supervision on an hourly basis (also possible as a NED mandate).
02
When you need it
The strategy is agreed and execution stalls across functions, sites or countries. Too many initiatives compete for the same people. The existing PMO reports status and nothing moves.
What I do
Set up or recover the transformation or project management office: mandate, portfolio baseline and prioritisation, decision forums, KPI and benefit tracking, dashboards and escalation. I lead it until your organisation runs it.
What you get
One portfolio with clear priorities and owners, a working governance rhythm, the right people on board, value tracking your CFO trusts and a team trained to run it.
FormatSet-up in 6–12 weeks; fractional or interim leadership for 3–12 months.
03
When you need it
Acquisitions or international growth have outpaced the structure. Corporate centre and business units overlap. AI and data ambitions lack an organisation and governance to carry them. Departments or businesses run in silos.
What I do
Organisational diagnostics; capacity, competency and spans-and-layers analysis; corporate-centre and function design; decision rights and RACI; shared services; IT, data and analytics organisation; AI-readiness assessment and AI governance set-up.
What you get
A target operating model with structures, roles, interfaces and decision rights, an implementation roadmap and a change plan for leaders and teams.
FormatAdvisory project, 6–12 weeks; implementation as fractional lead or mentor to the existing management.
04
When you need it
An acquisition is signed and the integration must deliver the deal case. A business is to be separated, sold or brought into a joint venture. A buy-and-build programme needs a repeatable integration routine.
What I do
Target screening and assessment, due diligence coordination, negotiation support, PMI and M&A playbooks, Integration or Separation Office, Day 1 and 100-day plans, transitional service agreements, synergy tracking, leadership and culture integration, post-close stabilisation.
What you get
A controlled transaction with clear governance, a working Day 1, tracked synergies and a stable business after close.
FormatAdvisory support from deal preparation; interim integration or separation lead for 3–12 months.
05
When you need it
A business unit or a group is losing margin, quality or customers, or is stuck with low margins. A plant or business underperforms. Liquidity problems arise. Costs grow faster than revenue.
What I do
Rapid diagnostic, turnaround or growth plan, new accountabilities and programme governance, measures on cost, quality, footprint and supply chain, operational excellence (Kaizen), customer-experience recovery. Structuring of programme execution.
What you get
Diagnostic deliverables, a turnaround programme with targets and owners, results in cost, margin and customer satisfaction, and an execution governance system in place. Supervision of execution is possible.
FormatIndependent advisory project, 3–8 weeks, and/or interim or fractional turnaround lead, 2–12 months.
06
For owners, CEOs and executives who take on a new role, a difficult mandate or a major decision. I act as a confidential, experienced counterpart: I test the thinking, structure the next move and, where needed, help execute it.
FormatIndividual sessions, monthly retainer or NED/Advisory Board mandate.
03 — Projects
Client names stay confidential. Each example shows the situation, my role and the result.
Selected case study / Strategy & Portfolio Decisions
Privately owned group, ~10,000 employees, 40 subsidiaries (50+ legal entities), 12 plants in 5 regions: food and ingredients, electric transport manufacturing, agriculture, logistics, real estate, banking
Selected case study / Turnaround & Performance Improvement
Combine-harvester business of a US$14.5B agricultural equipment manufacturer
Selected case study / Transformation Office
Agricultural equipment and technology manufacturer, US$14.5B revenue, multi-brand, multi-site
Filter by service
International media planning group, ~1,500 employees
Operating Model, Organisation & AI Readiness
Food and ingredients producer, branded consumer division
M&A, Integration & Carve-Outs
Agricultural holding of a multi-business group; investors in crop production
Strategy & Portfolio Decisions · M&A & Integration
Privately owned group, food and ingredients portfolio holding.
M&A, Integration & Carve-Outs
Agrifood manufacturing businesses in more than one country
M&A, Integration & Carve-Outs
Large pipeline construction company (consulting mandate)
Operating Model, Organisation & AI Readiness
Agricultural holding with ~400,000 ha of distressed assets, held by a bank’s distressed-asset unit
Turnaround & Performance Improvement · Executive Advisory
German multi-business group (approx. €2B) in transition from a family-run to a family-owned structure
Strategy & Portfolio Decisions · Transformation and Operating Model Change · Executive Advisory
No further projects for this service. See the featured case studies above.
04 — Approach
Every mandate runs through three stages. Each stage ends with an output your leadership can act on.
01
Weeks 1–4
What happens
I assess the situation, the value at stake and the options, and align leadership on what will be done.
Output
Decision paper, value case, strategic sessions moderated, agreed mandate
02
Weeks 2–10
What happens
I translate the decision into an operating model, programme architecture, governance, owners, KPIs and roadmap.
Output
Transformation roadmap, role descriptions and requirements for leadership and PMO positions, transformation or integration office in place, KPI and value tracking, governance forum documents
03
From 2 to 12 months
What happens
I run the delivery rhythm, clear blockers, track benefits and lead the change, then either hand over to your team or carry out supervision or the whole programme through a NED, Advisory Board or individual advisory mandate
Output
Results against targets and a team that runs the system
Principles
Just Value: every step is measured by the value it creates for the business.
A defined question, answered with a decision-ready result
4–12 weeks
Strategy or transformation lead or Executive Advisor role, 1–3 days per week or up to 4 hours a day
From 1 month, as long as required
Full-time role, e.g. Interim Transformation Director, Head of TMO, Integration Lead
3–12 months
Confidential sessions for owners and executives, NED or Executive Advisor role
Per session or monthly
05 — About
Founder, JV Advisory · Strategy & Transformation Partner · Interim Executive
I founded JV Advisory in 2024 to work directly with the owners, investors and executive teams who carry the decisions. Before that, I spent twenty years in strategy, investments and transformation: in international management consulting, as strategy and investment director of privately owned multi-business groups, and in the global transformation office of a listed manufacturer.
For most of my career I have worked close to owners and Boards. I ran a group Management Committee, built corporate centres and transformation offices from scratch, led acquisitions, carve-outs, integrations and other strategic programmes of complex change, and served as an independent non-executive Board member. I have commissioned and steered top-tier strategy consultancies from the client side and taken their work through to implementation.
I trained in finance and banking, so I read every strategy through cash, capital and value. I am based in Munich and work in English and Russian, with German at B2 level.
06 — Contact
A first conversation is confidential and without obligation. Send a few lines on the situation and the support you need, and I will reply personally.
Munich, Germany. Mandates across Europe and internationally, on site and remote.
