I help boards overcome the Professional Services Transformation Paradox.
Professional services firms excel at transforming others – yet often struggle to transform themselves.
I help boards bring critical transformations under control - post-merger integration, technology, operating models, and global delivery structures.
Former CIO in a Big Four environment.
Advisor to executive management and boards with over 20 years of experience in professional services.
Led and supported transformations delivering over USD 350 million in business value.
That is why I am your advisor:
Transformations rarely fail because of strategy – they fail in execution, governance, and complexity. That’s where I am brought in.
I bridge operational execution with a board-level perspective.
As an interim manager, I have taken on senior leadership roles across multiple mandates – building new business units and leading technology, delivery, and transformation, including as CIO in a Big Four environment.
Not as an external advisor, but in line roles with clear accountability for results.
I work at eye level with boards – and understand the dynamics behind them.
Today, I serve as a non-executive board member in several companies and support boards in steering complex transformations.
I understand the tensions between strategy, risk, stakeholders, and operational reality – and how quickly they can shift.
I am brought in when complexity and risk converge.
Over 20 years of experience in financial services and professional services, working with organizations such as PwC, KPMG, Zurich Insurance, Bank Julius Baer, Helsana, Swiss Life, and Swisscard, as well as with startups and scale-ups.
Involved in dozens of transformations – delivering over CHF 250M in realized business value across programs with budgets exceeding CHF 40M and teams of more than 150 people.
That's what my customers say about me.
"Henrico's thorough and independent review gave our board the confidence to move forward with a major technology initiative. His insights were invaluable."
– CEO, Big 4 professional services firm
90% lacks the technological expertise to assess an IT project.
As a trainer for Business Angels Switzerland and professional investment firms for the evaluation of technology start-ups, an active start-up investor in over 15 technology companies and with over 20 years of experience in the finance and services industry, I know what I am talking about.
I bring transparency to transformations that are at risk of going off track – and prevent costly misjudgments.
I enable boards, executive teams, and steering committees to act decisively so that transformations don’t fail – across technology, M&A, post-merger integration, operating models, and global delivery structures.
Economic Reality Review
My Economic Reality Review provides executive boards and leadership teams with an independent view of the actual economic reality of their firm beyond contribution margins, service-line P&Ls, and traditional management reporting. The review helps uncover structural profitability issues, hidden costs, economically unsustainable client and delivery models, and weaknesses within global operating and platform structures before they manifest themselves in declining profitability, rising complexity, or strategic misjudgments.
Transformation Reality Review
My Transformation Reality Review provides executive boards and leadership teams with an independent and unfiltered view of the actual state of large-scale transformation programs. The review exposes where governance structures, operational reality, technology, organizational dynamics, and economic assumptions have become misaligned, where risks are underestimated, or where problems are being filtered through management and steering layers. The objective is to create early transparency around the true feasibility, critical tensions, and structural risks of a transformation before operational issues evolve into strategic or financial damage.
Typical Engagement Situations
I am brought in by executive teams in professional services firms (Big Four, Big Law) when transformations risk failing due to complexity, governance challenges, or lack of transparency. My expertise covers technology as a core component – embedded in operating models, global network structures, and high-stakes decision-making processes.
When transformations go off track
Supporting an executive team in a Big Four environment in stabilizing and realigning a critical transformation.
When post-merger integrations involve complex network structures
Supporting an executive team in a global professional services network in steering a post-merger integration – with a focus on operating model, technology platforms, and governance across multiple member firms.
When delivery models need to be realigned
Supporting an executive team in a professional services environment in realigning the delivery model – across a combination of technology, in-house, nearshore, and offshore structures.
Articles about Transformation
The Professional Services AI Paradox: How the AI Platform Economy Is Colliding with the Partnership Model
11. May 2026
Professional services firms increasingly present themselves as technology-driven organizations. Annual reports, strategy presentations, and leadership interviews are filled with references to AI-enabled delivery, integrated knowledge systems, automation platforms, intelligent workflows,…
The Professional Services Transformation Paradox #11 – Risk Mitigation vs. Innovation
7. May 2026
Professional services firms are designed to minimize risk. Their business model depends on trust, reputation, and consistency. Clients rely on them for assurance, judgment, and reliability, which means failure is…
Case Study 30: Afileon – How Private Capital Enters a Protected Profession Without Owning It
6. May 2026
For decades, the German tax advisory market was not simply fragmented. It was deliberately engineered to remain so. More than 100,000 licensed tax advisors operating across roughly 55,000 firms created…