Services
Interim und Fractional Executive Leadership
When Boards Need Trusted, Hands-On Leadership in Technology and Operations
Some challenges require more than oversight—they require stepping in. Whether it’s stabilizing a struggling initiative, bridging a leadership gap, or accelerating a transformation, I provide trusted, hands-on leadership when boards need immediate impact.
As a seasoned executive and board advisor, I step into interim or fractional roles—most often as CIO, COO, or CEO (for startups) —to bring structure, momentum, and clarity to complex initiatives in professional services and technology-driven businesses.
Why Boards Engage Me
Boards, investors, and founders call on me when:
A critical leadership role is vacant and needs a steady, experienced hand.
A technology or operations initiative is off-track and requires credible turnaround leadership.
A startup needs a fractional CEO with both strategic and executional muscle. Fractional CEO braucht, der strategische Stärke mit klarer Umsetzung verbindet.
An M&A integration, carve-out, or delivery model shift demands focused CxO-level ownership.
The organization faces rapid scaling, outsourcing decisions, or global delivery model design.
What I Bring
Executive Presence
Over 20 years of senior leadership experience, including interim CIO at a Big 4 firm and CEO roles in venture-backed startups.
Technology & Operations Depth
Deep understanding of enterprise systems, delivery models, sourcing strategies, and operational KPIs.
Board-Level Trust
I’ve earned the confidence of supervisory boards, investment committees, and steering groups across industries.
Startup Credibility
Active investor and advisor, with experience leading growth-stage startups through critical inflection points.
Immediate Impact
I quickly assess, stabilize, and lead—while keeping the board fully informed and in control.
Typical Roles I Take
Interim CIO / COO
When technology or operations leadership is missing, stalled, or misaligned.
Fractional CEO (Startups)
For early-stage ventures needing structured execution, market traction, or team accountability.
Transformation Lead
Driving mission-critical programs like ERP replacements, outsourcing transitions, or delivery model overhauls.
Post-Merger Integration Executive
Leading operational integration of acquired entities or global teams.
Engagement Style
I tailor my engagement to your situation—whether full-time, part-time, or project-based. I embed quickly, act decisively, and exit cleanly—always with knowledge transfer and continuity planning in mind.
Fast Start
Immediate onboarding, rapid diagnostics, and early wins.
Clear Mandate
Defined goals aligned with board or investor priorities.
Transparent Communication
Regular updates, executive dashboards, and decision-ready briefings.
Exit Planning
Smooth handoff to permanent leadership or internal successors.
That's what my customers say about me.
“Henrico stepped in during a leadership vacuum and brought calm, clarity, and progress. He earned the trust of our team and board within days.”
– COO, Big 4
Warum Vorstände, Verwaltungsräte und Gründer mir vertrauen
Proven Turnaround Leadership
I’ve rescued failing programs and rebuilt team confidence under pressure.
Cross-Sector Experience
From global consultancies to SaaS startups, I understand both scale and agility.
Execution + Strategy
I connect big-picture strategy with the operational levers that move the business.
Neutral Perspective
I bring an objective, no-agenda lens—even while embedded in the team.
Book a free, no-obligation consultation
Blog
Articles on the topic
Here you’ll find case studies, real-life examples, and professional assessments on the topic.
IT Outsourcing: A Strategic Decision, Not a Default Choice
13 August 2025
Outsourcing, nearshoring, offshoring-these buzzwords get thrown around as if they are the silver bullet to IT cost reduction and efficiency. But here's the harsh truth: If your IT is a key asset or a differentiator, sending it far away from your headquarters is a strategic disaster. Would you offshore your product strategy? No? Then why
The Difficult Act Of Balancing Your Project Portfolio
16. May 2020
Balancing your project portfolio is like juggling one hundred balls… in a storm… on a boat. Project portfolio management is not necessarily complex. The goals are clear and simple. 1) Maximizing the value of your portfolio 2) Seeking the right balance of projects 3) Creating a strong link to your strategy
The Biggest Mistake Organizations Make With Project Cost Management
17. April 2019
The biggest mistake organizations make with project cost management is not doing monthly forecasting and controlling. Project cost management is nothing more than doing the following three things every month: 1) Cost Estimating 2) Cost Budgeting 3) Cost Controlling You start your project with an approved budget. When you are lucky, you created the budget
