Built for Division & Business Unit Heads, Scale-Up Founders & Family Business Leaders
Boards, CXOs, and scale-up founders carry the responsibility for the future of their business.
We partner with you to move fast with focus, even when stakes are high, to solve strategic challenges and to lead with clarity instead of being held back by bureaucracy.
Together, we build decision frameworks, innovation systems, and leadership momentum.
Who we work with
We tailor our approach to 3 types of leaders - each facing distinct challenges, yet all striving for impact:
1. Enterprise Division / Business Unit Leaders​​
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The challenge: 82% enterprise divisions operate at a fraction of their real potential because bureaucracy slows decisions, execution and innovation. (Source: Rice Business)​​​
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Teams are busy, but nothing truly moves the needle. Critical initiatives get delayed for months. Motivation turns into frustration. Politics replace progress.​​
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This is how the company loses the entrepreneurial energy that it was founded on - and fueled by.
Our Solution - how we intervene
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We remove the friction that blocks execution, giving your teams the structure (aka fast decision loops & cross-functional alignment) to act with strategic clarity instead of waiting for permission.
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You free up your most precious resources as a leader, to do more of what matters while high-performance teams deliver results.
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We engineer measurable momentum for your organization.
Getting started is easy
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Most enterprise leaders start with strategic executive advisory to gain clarity and understand where and how entrepreneurial energy is blocked or leaking in the organization.
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Then we extend into team-level acceleration to remove friction and restore momentum.
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Finally, we build organization-wide systems that maintain momentum long after the initial intervention.
Here's what a client told us three months into our collaboration:
“It has been heart-warming to watch the teams transform.”
2. Boards and CXOs of Scaleups and SMBs
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The challenge: the very things that made the early stage work start breaking once the business hits 30+ people.
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Boards and CXOs feel this first. Suddenly the company feels big, but systems still feel small. Teams run fast - in different directions. Decisions are made reactively.
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This is why 78% of companies that achieve product-market-fit still fail to scale, according to McKinsey.
Our Solution - how we intervene
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At SwissLEAP, we help you scale your company, without losing the entrepreneurial fire that built it.
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We work with your teams (via 12-week Accelerator Programs) to remove bottlenecks, maintain innovation at scale, and grow without losing momentum.
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Our programs are tailored to simultaneously solve your core challenges, train your teams, and develop your talents, building an entrepreneurial culture of innovation, learning and collaboration​
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Together, we unleash the full potential, purpose and passion of your people.
Here's what a senior executive said:
“Innovation as a practice works well - at least when you are inspired by Oliver's contagious passion and you get to benefit from his expertise and vast experience.”
3. Boards and CXOs of Family Businesses
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The challenge: The biggest threat legacy owners face isn’t just succession. It’s the transition - the actual “handover” - from (and with) tradition into the future. ​​​ The succession challenge is solved, once the next operator or owner is found. The real risk begins “after” the successor is chosen.
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Most boards and family owners underestimate this moment:
when the old leadership steps back and the new one stepping in has not yet gotten a steady foothold.
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That’s where the wheels start to wobble:
Teams resist change. Culture clashes. The successor feels the weight of the entrepreneurial burden.
And within 12 - 24 months, momentum stalls - exactly when it should rise.
A business that was stable for 20 - 40 years can lose relevance in just a few months if the transition isn’t actively and carefully managed.
Our Solution - how we intervene
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We work side-by-side with you through the entire process:
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First to secure the succession solution, then to carefully manage the transition and help the new leader evolve the organization - implementing the changes needed to build the future, without losing the tradition.