Entrepreneurship can be understood in two ways. The first is running a business.
In my view, this is primarily an individual mindset—something that develops within each of us based on a variety of personal factors, whether innate, circumstantial, cultural, influenced by our environment, or through a personal risk/benefit analysis.
Ultimately, it comes down to two possibilities: you either have it or you don’t.
It’s a personal attitude that people either feel, or don’t, when faced with taking that kind of risk.
The second way is broader and can be seen as a trait found in any profession, including managerial roles. It can manifest in varying degrees, and is often more gradual and harder to measure.
It involves having a vision of something different from what currently exists and a desire to turn that vision into a concrete project by leveraging resources to make it happen.

We started with the conviction that the executive search world needed new skills to offer a different kind of service to SMEs, compared to what is typically provided to large corporations. It involves applying the same general principles of a consulting approach, but with different criteria and operational methods.
The search and selection criteria focus on specific, tangible skills—even for senior roles—but at the same time, a much more detailed analysis of motivational factors, vision, and behavioral style is required.
Managers suited for SMEs are able to simplify complex analyses into clear, direct insights and translate them into immediate actions that impact the business quickly, all while effectively managing shareholders, respecting their vision, and at the same time being able to influence them.
These characteristics are also necessary in large companies, but the environment and execution differ significantly from those in SMEs.

I would say (our support) is beneficial at every stage of a company’s life and planning process, because there is never a wrong time to take forward and drive change in a business. A company is a living organism in constant evolution, closely interconnected with many internal and external variables—not in a simple, linear way, but in a complex manner.
Even when things are going well, it’s always a mistake to remain in the status quo. Stagnation plants the seeds of decline. It’s essential to understand why things are going well and to continue investing during that phase to support growth. Conversely, when the situation is negative, some changes naturally become necessary.
Often, companies seek external help only in extreme or late situations, but outside support can be equally effective at any stage of a company’s life. Especially when it comes to succession planning for key roles, early intervention is crucial.
We focus on three types of interventions that, with different approaches and timings, can add significant value throughout all phases of a company’s life:

- Governance consulting for board composition, particularly in identifying independent directors
- Managerial assessment
- Search and selection of key figures for the strategic (CEO) and operational (General Manager and functional directors) management of the company

For us, it is a privilege to be a partner of ELITE. It represents a powerful value accelerator to connect with organizations that have already embraced the vision and made the decision to embark on a growth journey based on openness and transparency.
We support a group of stakeholders who are already aware of the potential improvements this journey can bring across all areas of the business—from cultural aspects to more operational, process-related functions.
This path leads to the company’s need to implement a more collegial and structured governance, and entrepreneurs and managers involved in the ELITE program are fully aware of this.
As a result, from the very beginning, communication takes place on a culturally aligned level, enabling us to demonstrate value more quickly and through more effective, mutually agreed methods.