Exit executed, team kept working. You get a clean process, documentation that holds, and a function that keeps running while the search for the successor starts. Case: a C-level exit at a VC-backed software company, with the board kept informed throughout.

Plan per person, deadlines, Sozialauswahl, counsel coordinated, the conversations prepared so your managers can hold them. You get a reduction that executes without you firefighting and holds up afterwards. Case: reduction at a VC-backed software company prepared to run without external support, including the HR team itself, which performed to the end and automated its own work away before it left.

Interim Head of HR after a restructuring or during a vacancy, three to twelve months, full-time or three days a week. You get stability, the open topics moved, and a handover to the permanent hire. Case: 300-person organisation after a reduction, HR leadership taken over on day one, restaffed and rebuilt in six months.

Sell-side and buy-side HR due diligence (five Big Four acquisitions, one sell-side as Director HR), post-merger integration, Betriebsübergang under §613a BGB. New and offered inside a transition: Office Hours, working agreements per team for AI agents, hybrid and office days, guardrails from the leadership team, a short workshop cadence per team.