Executive Advisor to
Boards and CEOs
Decision clarity, crisis command and disciplined execution
in high-consequence organisations
I support boards, chairs and CEOs when decision structures become unclear,
escalations accumulate and operational consequences increase.
My work is direct, mandate-based and time-bound.
When decision systems begin to drift
Accountability becomes blurred.
Escalations multiply.
Decisions slow.
Executive alignment weakens.
Structural drift rarely appears as a single failure. It develops gradually:
Performance does not collapse at once. It erodes quietly.
The task is to restore clarity without destabilising the system.
Typical triggers include:
Decision rights are unclear or repeatedly contested.
Escalations reach the top without resolution.
A crisis exposes gaps in command, information flow or accountability.
A transformation or critical programme is losing traction.
Governance and operational reality are drifting apart.
When I am brought in
My role is to diagnose the decision system, clarify authority and restore an executable operating rhythm.
Mandates are confidential, focused and time-bound.
My advisory work is shaped by environments in which weak decision-making can create immediate operational, regulatory, financial or public consequences.
My experience is particularly relevant to:
Aviation and transport operations
Safety-critical and regulated organisations
Critical infrastructure
Complex transformation and recovery programmes
Executive teams operating under crisis or intense public scrutiny
These environments require more than alignment and consensus.
They require explicit decision rights, disciplined escalation and accountable execution.
High-consequence environments
Experience in high-consequence leadership
My advisory perspective is grounded in direct executive and command responsibility in safety-critical, regulated and publicly exposed environments.
Swissair Flight 111 (SR111) — led the Emergency Command Centre during the first eight hours of the response, followed by shared command responsibility
Swissair Grounding — Executive Vice President Operations during systemic disruption
SWISS — Chief Operating Officer, member of the Executive Management Board and Accountable Manager
Swiss Aviation Training — Chief Executive Officer
SBB Twindexx — Chief Project Manager for programme stabilisation
Flight Safety Foundation — Vice Chair, contributing to international aviation safety governance
Across these roles, decisions had to remain executable where safety, operational continuity, regulation, public scrutiny and institutional trust converged.
How a mandate works
Each engagement begins with a clearly defined mandate agreed with the CEO and, where relevant, the Board.
1. Define the mandate
Scope, authority, desired outcomes and confidentiality are agreed at the outset.
2. Diagnose the decision system
Decision rights, accountability boundaries, escalation patterns and operating rhythms are examined.
3. Restore executable clarity
Authority is clarified, escalation paths are disciplined and an operating rhythm is established that supports faster, accountable decisions.
4. Exit cleanly
The mandate ends when measurable improvement has been achieved — without residual dependency or ambiguity of authority.
The objective is not a permanent advisory presence. It is restored executive effectiveness.
Request a confidential conversation
If your organisation is facing decision ambiguity, crisis pressure or a loss of execution discipline, contact me directly for a confidential first discussion.
Manfred Brennwald
Executive Advisor to Boards and CEOs
M&M-Services AG · Switzerland