Bright Shift
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Four ways to work together.

01

Diagnostic

360 interviews and observation of the leadership team workings to spot concrete and actionable ways to fix what’s actually blocking the leadership team and where decisions are breaking down. The diagnostic gives clarity and an actionable path forward. It can also become a precious trigger to action, now that the pitfalls are known and mitigation can be implemented.

Duration
1 month
Cadence
10–14 days spread across the month
What you keep
A clear, prioritised picture of the blockers and a sequenced recommendation on what to address first.
02

Change facilitation, temporary project leadership

I show up when leadership teams are mid-storm: a reorg, a transition, or a moment when no one’s sure how to approach something. I read the room fast, name what’s actually going on, and get the organization in motion: clarifying decisions, aligning leadership, and rebuilding structure so execution doesn’t stall. I act as the temporary project leadership until internal capacity is built or hired, or the project is delivered. That includes clear structures, roles and talent frameworks built for scaling, restructuring or expansion.

In short: I stabilize the system, correcting for shifts that were rushed or underprepared, so the roll-out lands clean and teams are engaged.

Duration
3–6 months
Cadence
Embedded, 2–4 days per week
What you keep
The change landed, the working norms that hold it, and a leadership team that can run it without me.
03

Interim senior leadership

I work with your leadership team to fill a temporary gap, either a backfill or parental leave, or to help you build a function and hold the capacity until a full-time hire is needed (Finance, RevOps, Chief of Staff, HR).

Duration
4–12 months
Cadence
Embedded, 2–4 days per week
What you keep
Minimal disruption to the team and the business, and a clean handover to whoever takes the seat next.
04

Strategic advisor retainer

CEO · CRO · VP

I act as a sparring partner and a challenger — an outside read on a thorny call, or on a situation where opinions diverge. The work also covers communication coaching for impact, so that what you mean is what your organization hears, and what your board gets.

Duration
Continuous
Cadence
From a couple of hours to a couple of days per month, or organized as sprints on a quarterly cadence
What you keep
Sharper decisions in the moment, and a communication practice that compounds.

What the start of the engagement looks like

  1. Before day one

    I don’t wait for kickoff to start moving. I’m in touch with your IT ahead of the engagement to sort access, and I build my interview list in advance, so week one runs on momentum, not logistics.

  2. Week 1

    I hit the ground running: current status, upcoming milestones, what’s already gone wrong, and who actually matters in the room. I get in touch with every relevant stakeholder in the first days, not the first month.

  3. Early feedback loop

    At the end of week 1 I come back to you with my read of the situation. It’s not a polished report, just a check: is this the right picture? Once we’ve validated it together, we move. Anything urgent doesn’t wait for that milestone: if something needs fixing now, it jumps the queue.

  4. Throughout

    If the engagement means leading people directly, not just advising from the side, building that working relationship is where I invest early. Nothing lands without it.

What to expect after I’m gone

  • Autonomous teams. Not ones still checking with me before they decide.

  • No dependency. I don’t build myself into how things run: the point is that it works without me.

  • Roles that stay yours. I don’t take over positions your team should own.

  • Documentation, not memory. A clear record of what was done, why, and what’s still ahead.

  • No cost to anyone’s progression. For team members I managed directly, a real, honest read on their performance during the engagement. An interim leader in the mix should never become a gap in someone’s career.

  • A named internal owner, not a handoff into thin air. Whoever picks it up after me knows exactly what they’re picking up.

Interested?

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Before you ask

How do you work alongside our existing leadership team?

I don’t parachute in and run things from the outside. I work inside the team: in the room for the real conversations, not just the readouts. My job is to sharpen the team’s own thinking and decisions, not to replace them or build a shadow structure. By the time I leave, the leadership team should be making the calls I was helping them make, without needing me in the room.

We already work with a coach or a consultancy. Where do you fit?

Coaching typically focuses on adjusting the actions of one leader; consultancies typically hand you an analysis and a deck. I sit between the two: I am embedded enough to work the real, messy dynamics of a leadership team, but focused on getting a specific outcome delivered, not just insight or advice. I’m often brought in alongside an existing coach or consultancy, on the piece neither is set up to do: bringing the organization forward and working hand in hand with the teams to ensure successful delivery.

How do you handle confidentiality?

Confidentiality is the foundation of this work: I can’t be effective without the trust of your teams. Your financial data is a strategic asset, and leadership teams don’t speak freely with someone who might repeat it upward, sideways, or into a report. What’s said to me stays with me, unless we’ve agreed otherwise.

Do you work in French and English?

I work interchangeably in both languages in my professional engagements and am comfortable running high-stakes conversations in either. Most engagements end up mixing both, depending on the team.

Remote, on-site, or both?

Remote by default, hybrid possible depending on your company’s style. I operate from France (CET) and can travel ad hoc to meet teams locally: Geneva, Paris, Lyon, Zurich, Dublin, London. For globally distributed teams I’ve seen the full remote model be extremely effective; for teams that are more on-site, an in-person meet-up at the start of the engagement boosts effectiveness. We’ll set the right mix for your situation on the first call.