Independent counsel for the moments when the stakes are highest.
I work with a small number of clients at a time โ by design. Every engagement gets my direct attention, not a junior team and a methodology.
My clients are CEOs, board directors, and senior leadership teams in complex, regulated industries โ at the moments when the quality of institutional decision-making is the difference between an outcome that creates value and one that destroys it.
I bring two things that most advisors bring separately, if at all: 20 years building and leading inside complex global organizations, culminating as SVP of Digital Strategy at Siemens Healthineers โ combined with a research-backed point of view on what leadership and governance actually require, developed through primary research with 12,000+ future leaders across North and South America, EU5, Asia, and Australia through the Future of Leadership Survey, and refined through teaching at Brown, Seton Hall, and the Wharton Global C-Suite Executive Program.
Most advisors have operated inside organizations, or studied them. Very few have done both at the highest levels.
Four Advisory Offerings
Enterprise Decision Reviews
Before major commitments are made
For organizations facing a material strategic decision โ an acquisition, a transformation bet, a board-level capital commitment, a leadership restructuring โ where the cost of being wrong is significant and the analysis needs to be sound before the commitment is made.
I provide independent, structured analysis focused on what is being missed, what tradeoffs are not being made explicit, and whether the assumptions underlying the decision hold up to genuine scrutiny. Not a validation exercise. A genuine pressure test.
The signal this is needed: The decision is already being framed internally. Everyone in the room is aligned. Nobody has pushed back hard enough.
Transformation Reality Checks
When initiatives stall or underdeliver
For organizations where a significant initiative โ AI implementation, digital transformation, commercial restructuring, merger integration โ is underperforming against what was committed to boards, investors, or leadership teams.
I diagnose what is actually happening beneath the surface. Not what the project status report says. What is structurally and organizationally in the way โ and what needs to change for the initiative to deliver.
The signal this is needed: The initiative has been “on track” for six months. The milestones keep moving. The honest conversation hasn’t happened yet.
Leadership Architecture & Alignment
When the top team is the constraint
For organizations where internal drag at the leadership level is slowing execution โ unclear decision rights, contested priorities, misaligned incentives, or a top team that is not operating as a coherent unit around what matters most.
I work directly with the CEO and leadership team to clarify accountabilities, surface where misalignment is actually originating, and reset around the decisions and priorities that will determine the next phase of performance.
The signal this is needed: The strategy is clear. The execution keeps fragmenting. The leadership team meeting ends without real decisions.
Succession & Bench Assessments
Independent evaluation of leadership readiness
For boards and CEOs who need an honest, independent evaluation of leadership team readiness at a critical organizational moment โ without political interference from internal HR processes or advisors with incumbent relationships to protect.
Using validated tools including EQi 2.0 and Hogan, combined with structured interviews and direct observation, I assess the bench against what the next phase of the organization actually demands โ and deliver a direct written assessment specific to each individual and the team as a whole.
The signal this is needed: A transition is coming. The board needs an independent view. Internal assessments will not surface what actually needs to be surfaced.
How engagements work.
There is no standard package. Every engagement is designed around the specific situation, the specific organization, and what is most consequential at that moment. What follows is how most engagements begin and evolve.
I engage where independent judgment, structural clarity, and enterprise experience materially strengthen the quality of critical decisions and institutional stewardship โ not where a process or a methodology would serve the same purpose.
What I'm Building
Co-Founder ยท Elite Global Leadership Institute
Building the leaders the world needs. Before the world gets to them.
The advisory work is grounded in a deeper conviction โ that the most consequential thing you can do for an institution is not fix its governance after it breaks, but build the people who will lead it before they arrive. EliteGLI is where that conviction takes institutional form.
EliteGLI is a selective global leadership institute I co-founded with Dr. Marta Alfaro โ a European board-certified pediatrician whose work spans clinical medicine, global health, and cross-cultural education. Together we designed a 12-day immersive leadership program in Spain for exceptional pre-collegiate students โ built around the belief that leadership capability and the conviction to use it must be developed before organizations have the chance to condition it away.
The program brings together extraordinary young people from across the world โ mentored by Fortune 500 executives, Ivy League faculty, physicians, diplomats, and innovators โ in Madrid, Santiago de Compostela, and rural Galicia. The curriculum is drawn directly from the same governance, decision-making, and leadership frameworks that inform the advisory practice.
Location
Madrid ยท Santiago de Compostela ยท Monterroso, Spain
First Cohort
June 22 โ July 3, 2026
Co-Founder
Program
The right conversation starts with a direct one.
If you are navigating a moment where independent judgment from someone who has been inside these organizations at the highest level would make a material difference โ reach out directly.