Corporate direction & operating architecture
Support for boards and group leadership to refine where the company will compete and how responsibilities and capital are allocated across entities.
Advising established companies on complex change
Helping leadership teams deliver confident transformation.
NovaCorp Consulting supports boards and executives when strategic direction is clear but the path to implementation is complex, cross‑functional, and time‑critical.
Situations we support
When clients typically call us.
The common theme is material change that must be translated into concrete actions, owned by line management and visible to the board.
- New investors or ownership structures require a sharper value‑creation plan.
- Multiple initiatives compete for capital and leadership attention.
- Technology investments need stronger alignment with commercial priorities.
- Operational performance has plateaued despite previous improvement efforts.
Services
From strategic clarity to disciplined delivery.
We structure our work into distinct but connected areas. Together they give leadership a clear line of sight from ambition to measurable outcomes.
Operational performance programs
Hands‑on work with operations, finance, and HR to uncover inefficiencies, redesign key flows, and connect improvement activities to financial impact.
Digital & transformation portfolio control
Structures to keep complex digital, data, and change initiatives aligned, prioritized, and resourced in line with the agreed value‑creation plan.
Corporate direction & operating architecture
We work with boards, CEOs, and CFOs to translate high‑level intent into a practical framework that can be communicated, funded, and managed.
- Clarifying the role of the corporate center vs. business units.
- Designing an operating architecture that supports acquisitions or carve‑outs.
- Defining capital allocation rules and escalation paths.
- Establishing a small set of top‑level indicators the board can rely on.
Operational performance programs
Our teams partner with line leaders to look beyond isolated cost measures and understand how work actually moves through the organization.
- Mapping current‑state flows across functions and sites.
- Quantifying bottlenecks, rework, and failure demand.
- Developing feasible scenarios for service, cost, and capacity.
- Setting up performance dialogues that leaders can run themselves.
Digital & transformation portfolio control
Many organizations have more initiatives than they have management capacity. We help clarify which programs matter most and how they connect.
- Creating a coherent view of the current initiative landscape.
- Defining prioritization criteria grounded in value and risk.
- Designing transformation offices and PMOs that add real value.
- Setting a reporting rhythm that supports decisions instead of bureaucracy.
About the firm
A focused team for complex corporate situations.
NovaCorp was created to bridge the gap between high‑level strategy work and the detailed, everyday decisions required to deliver it.
Our founders came from a mix of global consulting, industry executive roles, and scale‑up environments. They observed that many transformation programs fell into one of two traps: overly conceptual designs that never reached the front line, or fragmented initiatives without a coherent direction.
NovaCorp was set up to address that gap. We keep our firm deliberately lean, staffed with senior people who are comfortable in the boardroom and on the shop floor. We only take on a limited number of programs at any time to ensure direct partner involvement.
How we choose projects
We look for situations where leadership is committed to change, access to data and people can be arranged, and there is a shared understanding of what “success” means in financial and non‑financial terms.
We look for situations where leadership is committed to change, access to data and people can be arranged, and there is a shared understanding of what “success” means in financial and non‑financial terms.
Leadership
People you will work with.
Our leadership team remains directly involved from scoping to completion, rather than handing programs down the hierarchy.
Elena Fischer
Managing Partner
Elena leads our work with group centers and multi‑business organizations. She has advised on integrations, divestments, and restructurings across Europe, with a particular focus on decision rights and ownership models.
Focus: group strategy, operating architecture, integrations.
David Chen
Partner, Digital & Portfolio
David focuses on digital, data, and technology programs where multiple initiatives must be aligned with clear value logic. He has set up transformation offices and PMOs for clients in financial services and business services.
Focus: transformation offices, portfolio governance, technology roadmaps.
Maria Alvarez
Principal, Performance Programs
Maria works with operations and finance leaders to design improvement programs that connect day‑to‑day changes to P&L impact. Her experience covers plant operations, shared services, and frontline service environments.
Focus: cost and throughput, diagnostics, performance dialogues.
Jonas Weber
Principal, Change & Leadership Support
Jonas supports leadership teams as they communicate change, navigate stakeholder landscapes, and embed new routines. He often works alongside HR and communications functions on large programs.
Focus: stakeholder alignment, communication design, leadership coaching.
Portfolio
Examples of our work.
We keep client names confidential, but the situations and results below reflect real engagements led by our team.
Overview
Transformation
Digital
Performance
Transformation
Industrial group operating model refresh
Digital
Digital onboarding for a banking group
Performance
Healthcare network throughput program
Performance
Logistics cost‑to‑serve transparency
Transformation
Group‑wide transformation office
Digital
Technology roadmap for business services
Case example: Industrial group consolidation
A European industrial group with several semi‑autonomous business units needed a more coherent operating model after a series of acquisitions. Our work focused on clarifying the role of the corporate center, tightening capital allocation, and simplifying governance.
- Redesigned group‑level decision forums and escalation paths.
- Introduced a unified view of the investment portfolio.
- Clarified responsibilities between group and business units for critical functions.
- Enabled more consistent trade‑offs on growth vs. cash across the portfolio.
Case example: Healthcare throughput program
A regional healthcare provider was facing growing demand and constrained capacity. Rather than building new infrastructure immediately, leadership wanted to understand how existing assets could be used more effectively.
- Mapped patient pathways and identified key bottlenecks.
- Co‑designed new scheduling and bed allocation routines.
- Implemented daily and weekly performance huddles led by clinical teams.
- Delivered a sustained increase in throughput and better visibility of demand.
Contact
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We typically begin with a short, confidential conversation to understand your context. There is no commitment at this stage and no need for extensive preparation.
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