Digitalisation that survives contact with reality
What modern tooling and automation actually change in a cost base, which projects fail, and in which order adoption succeeds. Grounded in running a company on these systems, free of vendor slideware.
Board & Advisory
An operator in the room
Phillip Hamnett takes a limited number of board seats and advisory mandates. The value is a practitioner who runs a holding company with his own capital at risk and says plainly what he sees.
What you get
Judgment backed by daily practice
Numbers read like a buyer
Financial models, acquisition cases, and budgets reviewed the way an acquirer reads them. Weak assumptions surface early, before they cost money.
Decision discipline
Written decision standards, kill criteria, and reversible steps. Boards move faster when options arrive structured and priced.
International perspective
A native English speaker running a German GmbH. Useful for companies bridging German operations and international investors or customers.
Formats
Three ways to engage
Beirat or board seat
A standing mandate with quarterly meetings and availability between them. Advisory boards, supervisory boards, and shareholder committees.
Advisory retainer
A fixed monthly slot for the Geschäftsführer or founder. Sparring on strategy, digitalisation, hiring, and finance.
Project sprint
A bounded engagement with a written deliverable. A decision memo, a transformation roadmap, or a second opinion on a deal.
Compensation
How mandates are structured
Beirat and board seats run on an annual retainer, advisory mandates on a monthly retainer, and transaction support at project fees. Terms follow the scope, the meeting cadence, and the liability a mandate carries, and are agreed per mandate before it starts.
Discuss a mandate
Describe the company and the decision on the table. If the fit is wrong, you hear that quickly and at no cost.