Not as an advisor. Not as a coach. As someone who embeds in your leadership team, makes the difficult calls, rebuilds what needs rebuilding, and leaves when it stands.
I've spent 17 years walking into organisations at their most difficult moments and walking out again when the work is done. Fully in, then fully out. That's the only way I know how to do this.
I read systems with my gut before my head catches up. I hear what's not being said. I see who's been silenced. I feel which truth the room is avoiding. That's uncomfortable: I restructure teams, I dismantle governance that protects comfort instead of enabling performance. I don't do this lightly, but I don't avoid it either. Truth before harmony. Always.
I started in social work and organisational development, where I learned something that still drives everything I do: most organisational problems aren't people problems. They're design problems. Fix the design, and the people will do the rest.
I live in Mortsel, Belgium. I prefer a phone call over an email and a whiteboard over a slide deck.
If your organisation is stuck in a pattern it can't break itself, I'd welcome a conversation.
Ive
Roles
Organisation size
Duration
Commitment
Exit
The founder is gone. The company stands still. Everyone is looking at everyone.
I step in as interim CEO. Stabilise operations, rebuild governance, align all stakeholders, and position the company for permanent succession.
Typical: companies up to ~50 FTE with complex shareholder structures
The numbers are red. The team isn't functioning. No one knows where to start.
I take over people & business leadership. Restructure, install a performance framework, rebuild psychological safety, and reverse the financial trend.
Typical: units of 15-50 FTE with structural underperformance
The company has outgrown its own structure. What got them here won't get them
further.
I embed as COO or CPO. Redesign the (peole) organisation, install accountability, lead the transition from founder-led to professionally-led.
Typical: scale-ups of 30-200 FTE, often PE-backed
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