Selected work, by sector and challenge.

Context

A global luxury group wanted to use AI for management and project work, without handing judgement to a generic model or breaching European data and AI rules.

Mission

Use-case discovery, then a configured AI management assistant that reads a situation through the group's own values and governance, with the ways of working around it. Swiss-hosted, EU AI Act documentation on file. The human keeps the final call.

Context

After a corporate carve-out, a sporting-goods group's Digital and IT functions had to agree what to build, in what order, with shared ownership.

Mission

Aligned fifteen teams on a common three-year roadmap, surfacing dependencies and trade-offs so the initiatives reinforced each other instead of competing.

Context

A luxury maison's regional organisation needed its leaders rowing in one direction, with a roadmap everyone had helped build and would actually follow.

Mission

A three-year transformation: 15 activation workshops, 6 keynotes and a single strategy map that turned scattered priorities into coordinated execution across the region.

Context

After a private-equity acquisition, a heritage watchmaker had to build a modern digital and direct-to-consumer capability across every business line, fast.

Mission

Four years alongside the Chief Digital & Technology Officer as a fractional transformation lead: stakeholder alignment, programme cadence and the delivery discipline behind a 36-to-190-person scale-up.

Context

A global professional-services firm runs its delivery work through 25 centres worldwide and wanted them all running transformation the same way.

Mission

I facilitated the alignment of the leadership team on one agreed way of running transformation: the steps, who owns each one, the time and resources it takes. They left committed to it as a team, with a plan concrete enough to roll out across the centres.

Context

March 2020. A major Geneva hospital had to multiply its intensive-care capacity in a week, across departments that had never coordinated at that speed.

The method in the field

TAM coach Alain Giannattasio used the Team Alignment Map to align the hospital's crisis and operational teams, turning a fast-moving, high-stakes situation into one shared plan that people could act on the same day. The map was built to be run by others, and this is it under real pressure.