The business problem is usually visible.
What is underneath it often isn’t.
What gets expensive →
The business problem is usually visible.
What is happening underneath it often isn’t.
Relationships, power, incentives and authority shape how decisions actually get made.
The org chart is only the tip of the iceberg and doesn't show the human dynamics hidden under the surface.
When those dynamics are ignored, they eventually show up in execution, growth, integration or value.
what i do →
I start with the visible problem: roles, decision rights, accountability, structure.
Sometimes fixing those is enough.
But when the problem continues even after the system is clear, I look underneath.
Why does the CEO still avoid the decision? Why does a co-founder keep reopening it? Why has someone gone quiet? Does the authority on paper actually exist in the room?
I want to understand what is happening between the people involved, what is not being said, and whether the visible problem is really the problem at all.
Because if the human dynamic underneath it stays untouched, the problem usually comes back.
When I'm brought in →
An acquisition makes sense financially but may not work organisationally.
A founder becomes the constraint on the company they built.
Strategy the leadership team agrees on somehow still doesn’t get executed.
Titles change in a succession, but the authority doesn’t.
A decision stays stuck because the real issue isn’t being said.
It starts as a business problem.
I help you find what's underneath.
I spent 20+ years operating inside complex global organisations across defence and space, pharmaceuticals, technology and other highly regulated industries.
I led high-stakes negotiations, major partnerships and cross-functional work where getting results depended on influence, executive buy-in and understanding how decisions were really made.
Over time, I became more interested in the part that doesn't appear on the org chart: power, trust, incentives, authority, conflict and the things people avoid saying.
My executive coaching training at INSEAD, with a strong focus on systems psychodynamics, gave me a deeper way to understand what happens between people and inside organisations.
Today, I use that combination to find the human constraint underneath business problems before it becomes expensive.
Direct. Confidential.
Based in Switzerland. Working globally.
In one of the most stressful moments of my life, Gilles remained incredibly calm and empathetic. The way he handled the situation was truly inspiring. Within minutes, my frustration melted away.
It wasn't just about solving the practical problem. He helped me regain emotional balance and clarity. Gilles doesn't simply talk about theory or offer nice-sounding advice. He embodies what he teaches.
Elena,
FOUNDER & CEO | Ka LĀ ORGANICS
How I Work →
01
Start with the business problem
We start with what is visible.
The decision. The conflict. The acquisition. The team.
Then we work out what is actually keeping it stuck.
02
Go where the constraint is
Sometimes it sits with one person.
Sometimes between two people.
Sometimes across a whole team or the entire organisation.
That determines where I intervene.
03
Work on what is really happening
Roles and decision rights may need changing.
Or the structure may already be clear and the problem sits underneath it.
We work on whatever has to move for the business problem to move.
Work on what is really happening
Roles and decision rights may need changing.
Or the structure may already be clear and the problem sits underneath it.
We work on whatever has to move for the business problem to move.
03
Go where the constraint is
Sometimes it sits with one person.
Sometimes between two people.
Sometimes across a whole team or the entire organisation.
That determines where I intervene.
Start with the business problem
We start with what is visible.
The decision. The conflict. The acquisition. The team.
Then we work out what is actually keeping it stuck.