Each engagement is scoped to the relationship at risk: a partnership, a board, a family, or a negotiation with a deadline attached.
We step in as a neutral third party to facilitate the conversation the parties can no longer have on their own: de-escalating tension, surfacing the interests beneath entrenched positions, and guiding everyone toward an agreement they helped author rather than one imposed on them.
Bring an expert negotiator to your side of the table. We prepare the strategy, stress-test your position before you walk in, and, where useful, sit alongside you in the room, so the outcome reflects your interests rather than the other side's leverage.
Not every negotiation needs an outside party. Some need a team that does not. We run workshops and one-on-one coaching for executives and boards, building the internal capability to recognise conflict early and resolve it before it requires intervention.
Court proceedings are generally public. Mediation is not. What is discussed in the room stays there, protecting your reputation, your investors' confidence and your family's privacy.
Mediated resolutions are often reached within weeks. Litigation before a Swiss court typically takes one to two years, longer on appeal, and legal fees accumulate on both sides throughout.
A courtroom produces a winner and a loser. A well-run mediation produces an agreement both sides can still work under tomorrow, with the co-founder, the sibling or the board colleague still at the table.
A judge or arbitrator decides for you. In mediation, the outcome is written by the people who have to live with it.
A co-founder or JV partner dispute that, left alone, stalls financing, spooks clients and freezes the business it is meant to be building.
One in three Swiss SMEs closes for lack of an agreed successor, not lack of a viable business. Most losses trace back to a conversation that never happened.
Disputes where public exposure carries its own cost, independent of the underlying disagreement.
A split board or a donor dispute that, handled publicly, damages the trust the organisation depends on.
Physician-partnership or hospital board disputes where continuity of patient care raises the cost of delay. Public health →
Co-founder and investor disputes that, unresolved, stall a raise or fracture a company before it has proven itself.
Athlete, federation and sponsor disputes where reputational exposure often outweighs the financial stakes.
Governance and donor disputes that play out slowly, in public, in front of the community the institution serves.