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.
Ehemaliger CIO in einem Big-4-Umfeld.
Berater von Geschäftsleitungen und Verwaltungsräten mit über 20 Jahren Erfahrung in Professional Services.
Verantwortung für und Begleitung von Transformationen mit über 350 Mio. USD Geschäftswert.
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.
Business Case Review
My technology and operations reviews provide boards and leadership teams with well-founded, independent insights into the current state and future potential of your company’s sales model and technology platform. These reviews help identify performance gaps, misguided investments, and missed opportunities for value creation.
Interim & Fractional Executive Leadership
As an experienced executive and advisor to boards, I take on interim or part-time leadership roles – typically as CIO, COO, or CEO (for startups) – to bring structure, momentum, and clarity to complex initiatives in professional services and technology-driven companies.
Technology & Operations Reviews
My technology and operations reviews provide boards and leadership teams with well-founded, independent insights into the current state and future potential of your company’s delivery model and technology platform, helping to uncover performance gaps, misguided investments, and missed opportunities for value creation.
Transformation Oversight
I provide boards with clear, unbiased insights into the real state of large-scale transformation projects – whether driven by technology, operations, or both. This helps leadership regain control, make informed decisions, and pave the way for successful delivery.
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
Outsourcing Technical Competence Is a Very Bad Idea
2. December 2016
I have written about technical competence in the context of Software Engineering Practices. This article will shed some light on a different aspect of technical competency. Outsourcing it. A number…
Estimating with Wideband Delphi and Monte Carlo Simulation
18. October 2015
During the LeSS training in Berlin last week with Craig Larman he mentioned the best estimating method he knows for any big software project. Wideband Delphi with Monte Carlo Simulation.…