In regulated industries, the regulator doesn't just oversee your business - they have a say in who leads it.

PE funds obsess over entry multiples. The leadership question deserves the same discipline.

The strongest supervisory board is not the one with the most impressive individuals. It is the one whose composition is deliberately designed around what the company needs.

Progress on women in leadership doesn't happen by itself - it happens when structure, mindset, and visibility all pull in the same direction.

Hidden champions have mastered their markets - the next challenge is mastering the competition for the executives who will lead them forward.

Digital transformation succeeds or stalls based on who's in the room when it's decided.

Signals need owners - what Austria's new industrial strategy means for the executives and boards navigating the turnaround.

Founder succession isn't just a CEO search, it's an identity crisis for both the founder and the entire organization.

When our phones start ringing with "just checking in" calls from the same company, we know the culture is breaking – and the real damage goes far beyond the talent exodus.

The 100-day obsession is mostly wrong, as it pressures new CEOs into superficial wins and hasty decisions. To build the foundation for sustained success, think 6-12-18 months.

The luxury industry isn't in crisis - it's in transition. And transitions are won or lost on leadership.

New CEOs often think the problem is they aren't being tough enough. So they overcompensate - and destroy their effectiveness trying to lead through fear.

Comparing one-tier and two-tier governance isn't about choosing between systems - it's about understanding what makes boards effective and modernizing governance accordingly.

Building successful internal executive search requires experienced professionals, proper positioning, and realistic expectations about what internal teams can and can't deliver.

The leadership brand you establish in your first 90 days as CEO becomes your permanent reputation, and changing it later is incredibly hard.

The transition to your first CEO role isn't a promotion - it's learning a completely different job, and here are some traps that derail even the most talented functional leaders.

CEO loneliness isn't something you solve - it's something you learn to manage before it becomes debilitating.

Taking on a new CEO mandate is peppered with potential traps - even for those who've done it before.

The moment you become CEO, people stop telling you the whole truth. Not because they're dishonest, but because power changes every conversation, and you need to work actively to get better information.

Being a great CFO doesn't automatically make you a great CEO – the transition demands a complete rewiring of how you think about leadership.