Restructuring through AI — before the transition window closes.

We embed inside companies and portfolios at the moment AI changes what the business must become. We operate the transition. We do not advise it.

Capital Is Lost Before Distress

Scale-ups plateau after early traction. Portfolio companies burn but don't break — yet. Founders outgrow the operating demands of the business.

Innovation units never reach a first level of revenue leadership is comfortable owning. Post-M&A integrations fail quietly.

Companies that miss the AI transition moment don't fail loudly. They fall behind — losing velocity, relevance, and margin before leadership agrees there is a problem.

By the time these issues are labeled "problems," value has already leaked out.

AI introduces a new category of scale failure: structural misalignment between what the organisation can do and what the market now demands. Teams that cannot absorb AI fast enough do not catch up.

We intervene earlier than turnaround firms and with more authority than consultants — taking responsibility for the transition from promise to performance.

Authority, Not Advice

Embedded

We install a senior executive team inside your company or portfolio asset, with clear decision rights. AI is not a project we hand off. It is the operating infrastructure we build into the business while we run it.

Accountable

We own outcomes. We do not produce recommendations for others to execute.

Temporary

We diagnose fast, decide clearly, operate directly, and exit cleanly. No dependency model.

Our Operating Model

1. Rapid Diagnostic 30–45 days

Identify the single constraint blocking scale or adoption. AI readiness and adoption gap assessed alongside strategy, operations, leadership, and capital efficiency. Clear Go / No-Go decision.

2. Embedded Execution 3–12 months

A bespoke executive cell runs the business, unit, or initiative. We introduce and embed AI into operations, restructure teams — including deliberate turnover where skillsets cannot shift — and raise velocity and org maturity in parallel. The org model shifts as capability matures.

3. Innovation Before the Magic Number As required

We take innovations from zero to first credible revenue — or decisively stop them.

4. Structured Exit Final 30 days

KPIs stabilized. Ownership or leadership ready to take over. AI workflows owned by permanent staff — no dependency on external tooling or contractors.

Who We Serve

Private Equity

Portfolio companies stuck between acquisition and exit.

  • Post-acquisition integration failures
  • Stalled revenue or margin expansion
  • Leadership gaps before exit
  • Assets requiring intervention before a write-down

Venture Capital

Growth-stage companies where momentum breaks before scale.

  • ARR stagnation or decline after early traction
  • Growth that fails to become repeatable
  • Product strategy spread thin across too many initiatives
  • Unfocused execution and competing priorities
  • Founder-to-operator transitions

Corporates

Innovation and acquired assets that fail to become businesses.

  • Innovation units not reaching P&L relevance
  • Underperforming acquired units
  • Spin-out or carve-out preparation
  • Innovation-to-operations handover

Founders

Companies that outgrew leadership maturity.

  • Scale plateau despite capital
  • Board pressure for operational change
  • Pre-transaction preparation
  • Leadership transition support

How We Engage

Duration

3–12 months. We start with a rapid diagnostic leading to a Go / No-Go decision. We do not extend indefinitely.

Economics

Retainer plus performance fees tied to measurable outcomes. Selective equity participation where aligned with investors.

Selectivity

We take on a limited number of engagements per year. We do not work with early-stage startups. All engagements are confidential.

Point of View

Scale Transition

Growth is not scale. The transition between the two is where most companies fail. That transition can be managed.

Embedded Execution

Execution fails when authority is diluted. We run the company or unit — including AI adoption — not a workstream within it.

AI as Structural Change

AI does not add to existing operations. It restructures them. The teams, processes, and org model that worked before are rarely the ones that work after. We manage that transition.

Early Intervention

The earlier we intervene, the more value can be preserved — and created.

We build as well as operate.

Start a Conversation

We work with investors and operators who know AI changes the business — and need someone to manage that change inside it, not describe it from outside.

contact@consulare.ch

Europe & United States

All conversations are confidential.