01 · GLAS Management - Consulting · Processes · HR

Structure beats luck.

88 % of projects hit their goals with excellent change management. Without it, the rate drops to 13 %. The difference isn't luck, budget or industry. The difference is method. That's exactly what we bring - from analysis all the way to execution. glasreine klarheit - for companies, processes and structures.

Free first call

no strings attached · eye to eye · we'll tell you straight when something isn't worth it (yet)

That fogged-up glass just now? That's what leadership without clear processes looks like: the outlines are there, but nothing is sharp. Wiping it clear isn't luck, it's craft. And that's exactly what we bring into your company.

Mapping in progress
Impact measurable
GLAS · Process analysis

CURRENT - how it runs today

TARGET - how it could run

Responsibilities clarified
Bottleneck cleared
Filing centralised
Team on board
Roadmap in place

02 · Sound familiar?

Three stories we hear again and again

Freely told, but taken straight from real life. Usually it's not about effort - it's about missing structure.

“We're growing. And still, everything creaks.”

Thomas' business is doing well - almost too well. With every new order the chaos grows: quotes get lost, appointments clash, everyone does it their own way. What worked with five people creaks with fifteen. It's not about the people. It's about missing structure.

→ The foundation: processes that can carry growth.

“Good people arrive. And leave again.”

Sandra does find people - they just don't stay. Onboarding is a jump into cold water, clear roles are missing, and after a few months the best ones are gone. Every replacement costs time, money and nerves. That's not bad luck. That's a pattern.

→ The people: recruiting and onboarding with a system.

“Everyone knows this can't go on. And still, the team hits the brakes.”

Murat's company is facing a big step: new software, new workflows, a new way of working. Everyone knows it's necessary. And still: uncertainty, old habits, quiet scepticism. The vision is there. What's missing is someone who brings the people along.

→ The change: change that actually sticks.

03 · Not gut feeling - evidence

Why structure isn't a soft topic - it's hard money

We don't claim anything we can't back up. Nine numbers our work is built on. Three per field, same yardstick:

CHANGE

88 %

of projects reach their goals with excellent change management. Compared to just 13 % without.

Prosci

CHANGE

more likely to reach their goal with excellent rather than weak change management.

Prosci

CHANGE

~70 %

of transformation projects fail - mostly due to resistance and missing leadership support.

McKinsey

PEOPLE

50-200 %

of annual salary is what losing a role or filling it wrong costs you. Every single time.

Gallup / SHRM

PEOPLE

1,5-3×

annual salary is what a bad hire at leadership level costs. Structured recruiting costs a fraction of that.

Kienbaum / Oxford Economics

PEOPLE

~43.000 €

average minimum cost per case of staff turnover in German companies.

Kompetenz Center, 2016

ROADMAP

82 %

of small and mid-sized companies see digital transformation as critical to survival. The awareness is there.

Digitalisierungsstudie 2024/25

ROADMAP

71 %

still have no worked-out strategy. No clear roadmap, unclear responsibilities.

Digitalisierungsstudie 2024/25

ROADMAP

58 %

can't measure the return on their projects. Impact stays invisible, budget quietly drains away.

Digitalisierungsstudie 2024/25

Figures mostly from global and US sources, supplemented with German market data; amounts shown in euros for illustration (some original studies in USD). The common thread: awareness is rarely the problem. Structure, method and measurability are.

Let's talk about your numbers

Evidence is good. Your numbers are better.

04 · Services

Three fields, one common thread - plus everything tailored

Business consulting, process management or HR & change. You don't have to take it all at once. Each field stands on its own, and they all connect.

01 - The foundation

Business consulting

  • Management concept: analysis, structuring, planning
  • Market, company & best-practice analysis
  • Gap analysis, target picture & business plan

02 - The workflows

Process management

  • Process analysis current/target & modelling
  • Project & schedule planning, resource allocation
  • Tool & system selection incl. RFI/RFP

03 - The people

HR & change

  • Recruiting from requirement to selection
  • Onboarding, contracts & empowerment
  • Change support that lasts

04 - Tailored

If none of this fits

  • Project work
  • Individual consulting
  • Joint concept development

Every project comes documented (process maps, concepts, roadmap) and measurable (metrics defined at the start, evaluated at the end).

Process management, in four moves

This is what our work looks like if you could watch it think: first the map, then the focus, then the optimisation. And in the end, everything connects.

SALES ORDER BILLING Request Qualify Quote Order Planning Delivery Invoice Payment ORDER PROCESSING - CURRENT: 5 STEPS Log the order Query back to sales Check feasibility Retype the data Planning & approval LEAD TIME 14 days Two breaks removed: no query loop, no double entry. PROCESSES PEOPLE METRICS HOLISTIC CONCEPT
Free first call

Not sure where to start? That's exactly what the call is for.

05 · How we work

Five steps: from where you are to a business plan

1

Onboarding

Goals, access, stakeholders and scope. Captured in a structured way.

2

Analysis

Market, company & best-practice analysis, benchmarking, gap.

3

Concept

Process modelling current/target, recommendations, measures.

4

Planning

Project plan and schedule, resources, tool and system selection if needed.

5

Execution

Business plan, stakeholder alignment, steering. And measuring.

Full service

We take care of everything. After a clean onboarding, execution runs through your approvals. Minimal effort on your side.

Your involvement: low

Consulting 50/50

Like an interim or fractional lead: we work out the results together. Your team learns the method along the way.

Your involvement: approx. 50 %

Advisory

A sparring partner for specific topics: know-how, checklists and project plans your team executes on its own.

Your involvement: approx. 90 %

The difference is in the resources, not the quality. You choose the depth.

Let's go

Step zero costs nothing: 30 to 45 minutes of clarity, no strings attached, eye to eye.

06 · Partners & references

We don't recommend anything we don't do ourselves

Section in progress

We built or supported these brands. The corresponding sites, case studies and client voices are being created and will go live step by step.

ELEVATE YOU
Client project · Fitness & health
DER HAUSMEISTER
Service & trades
VESTA LUMEN
Consulting & provision
IN MY OPINION
Content & recommendation

How these projects actually unfolded. With starting point, measures and results. You'll find them in our Case stories.

07 · Who's behind it

A family business - two perspectives

Alina Santos Lazarus - Prozesse, HR & Change bei GLAS Management

Alina Santos Lazarus

PROCESSES, HR & CHANGE

M.A. Organizational Management, certified trainer (IHK), Design Thinking. Brings structure and people together so change doesn't fizzle out, but lasts.

LinkedIn
Gabriel Santos Lazarus - Strategie & Business bei GLAS Management

Gabriel Santos Lazarus

STRATEGY & BUSINESS

B.A. International Marketing Management, background in enterprise sales. Translates goals into workable plans. And jargon into plain language.

LinkedIn

GLAS Management is part of a family business. Together with XSITE (marketing, web design & sales). Two brands, one standard: making complex things understandable.

Honest answers

The three most common questions

That's the most common misunderstanding. Consulting isn't what's expensive. What's expensive are inefficient processes, bad hires and failed change efforts that keep running unresolved. A single bad hire costs several times an annual salary, depending on the role. We deliberately start with clearly defined steps that show results fast. That way the first step often pays for itself - and funds the next one.
First improvements often show within days - once responsibilities are clear or an obvious bottleneck is gone. Full execution happens step by step. We'd rather start small and visible than swing for one big, risky move. That way you collect quick wins and your team grows into the new workflows.
A fair concern. And exactly why we don't start with ready-made solutions, but with listening. We map your workflows, talk to the people who live them every day, and build a real picture before we recommend anything. Our strength isn't knowing your industry better than you do - it's spotting patterns and making blind spots visible.

More questions and knowledge on management, processes and HR in our Insights.

Free first call

Didn't see your question? We'll answer everything on the call. Or ask GlasMa, bottom right.

08 · The next step

let's talk

30-45 minutes, no strings attached, eye to eye. We listen, and point out where your biggest levers are. And we'll tell you honestly when something isn't worth it (yet).

willkommen@glas-management.de
+49 176 811 610 58

How concrete is your need?*

GlasMa+

The sparring partner that knows your questions

Section in progress

GlasMa on this website answers the most common questions about GLAS. GlasMa+ goes further: it answers questions about your company, with the knowledge from our consulting work. Processes, structure, roles, change. Around the clock, no appointment needed.

The problem

Most questions in mid-sized business aren't projects. "How do I write role requirements?", "What belongs in an onboarding?", "How do I spot a bottleneck?" - nobody hires a consultancy for that. So people google, guess, or let it slide. And many small unanswered questions turn into one large structural problem over time.

What doing nothing costs

A bad hire costs 50 to 200 % of an annual salary depending on the role, more at leadership level. At a salary of 55,000 €, that's 27,500 to 110,000 € - for a single decision that clear role requirements would have prevented. GlasMa+ costs less than one percent of that per year.

Why us

Because behind GlasMa+ there isn't a general web search, but our way of working: the same models, checklists and questions we use in projects. And because you can always reach a human if in doubt - in the larger tiers that's built in.

Why now

Because structure is always cheaper early than late. Starting to sort things out while growing is easier than catching up under pressure. And because the entry tier stays cheaper during the build-up than it will be later.

Three tiers

Tier 1

Basic

For solo founders and small teams building structure.

49 €/ month

Net, cancel monthly

Put me on the list

Pre-registration, no payment

Licences and analyses

1licence · 10 analyses

  • 1 licence, personal
  • 10 analyses per month
  • Instant answer with action list
  • Result as PDF
  • History of the last 3 months

Most chosen

Professional

For growing teams working on processes together.

149 €/ month

Net, cancel monthly

Put me on the list

Pre-registration, no payment

Licences and analyses

3licences · 50 analyses

  • 3 licences for your team
  • 50 analyses per month
  • Everything in Basic
  • Answers tailored to your company
  • Review of your documents
  • One sparring session per quarter

Tier 3

Partner

For companies that want ongoing support.

399 €/ month

Net, cancel monthly

Put me on the list

Pre-registration, no payment

Licences and analyses

10licences · no fixed limit

  • 10 licences for your team
  • Analyses without a fixed limit
  • Everything in Professional
  • Ongoing monitoring with alerts on change
  • Your own review profiles and templates
  • Quarterly call with us

Case stories

In progress

This is what it looks like when structure moves in

The first case stories are being written: starting point, measures and results, honestly documented and without miracle promises. Sign up and you will be among the first to know once they are live.

No spam. Knowledge over advertising, promised.

Case stories at a glance

ELEVATE YOU - Fitness & health

Client project: building structure and workflows for a studio with a holistic approach and partner network. From the service structure to processes that carry daily operations.

🔒 visible after sign-up

DER HAUSMEISTER - Service & trades

From idea to a bookable service offering. Offer structure, responsibilities and workflows - honest, direct, fast.

🔒 visible after sign-up

VESTA LUMEN - Consulting & provision

Service structure and processes for independent consulting. Trust is built through clear workflows and clean documentation.

🔒 visible after sign-up

IMO - Content & recommendation

Building structure and categories. Processes and documentation from day one, so the brand can scale.

🔒 visible after sign-up

Insights - knowledge, GLAS Letter, FAQ & glossary

Management you can actually understand

Knowledge from our work. Principles, terms and honest answers - so you can follow every decision instead of having to take it on faith.

Knowledge and fundamentals at a glance

Why ~70 % of change efforts fail - and yours doesn't have to

Resistance is normal, missing structure isn't. What sets excellent change management apart from the rest.

Change · Prosci / McKinsey

What a single bad hire really costs

50-200 % of an annual salary. And more at leadership level. Why structured recruiting is the cheapest insurance you can get.

People · Gallup/SHRM, Kienbaum

Process first, software second

82 % consider digitalisation critical to survival, 71 % have no roadmap. Why transparency comes before automation.

Digitalisation · Digitalisation Study 2024/25

The GLAS Letter

One principle from management, processes or HR every two weeks. Explained in plain language, with source and practical transfer. No spam, no filler.

Common questions, honestly answered

Consulting is a matter of trust. And trust starts with honest answers. No filler, no corporate speak. Your question not here? Just ask us directly.

Is this worth it for me?

Yes - if the consulting fits mid-sized business. The idea that consulting is only for corporations comes from a world of big teams, long timelines and expensive off-the-shelf solutions. That's exactly what you don't need.

We think in your reality: limited resources, hands-on leadership, the need for fast, real results. The first steps often pay for themselves within weeks, because they save time and cut errors immediately.
That's the most common misunderstanding. Consulting isn't what's expensive. What's expensive are inefficient processes, bad hires and failed change efforts that keep running unresolved. A single bad hire costs several times an annual salary, depending on the role.

We deliberately start with clearly defined steps that show results fast. That way the first step often pays for itself - and funds the next one.
A fair concern. And exactly why we don't start with ready-made solutions, but with listening. We map your workflows, talk to the people who live them every day, and build a real picture before we recommend anything.

Our strength isn't knowing your industry better than you do - it's spotting patterns, making blind spots visible and bringing in knowledge from many fields. Being close to you is an advantage here, not an obstacle.
Typical signs: orders pile up, workflows feel chaotic, onboarding new people takes forever, mistakes keep adding up, or you're stuck in day-to-day operations instead of running the company.

Most people get help too late, when the pressure is already high and the room to move is small. Starting earlier is almost always easier and cheaper.

Process & working together

In clear steps: first we define the assignment. What's the actual problem, what should be different in the end. Then we analyse the current state and uncover the real causes behind the symptoms. From that we build a concept with concrete recommendations and a roadmap. And then we execute.

This structure isn't rigid. It adapts to your situation. But every phase delivers something tangible.
No. And that matters to us. The most common complaint about consulting is: once the concept is done, we're on our own. That's exactly what we avoid. A concept nobody executes is wasted money.

Depending on the model, we either support execution closely or stand by as a sparring partner. You decide how much support you need. We won't leave you with a pile of slides.
That depends on the model. In full service we take on nearly everything after onboarding and work through approvals. In consulting we develop the results together with you. In advisory we support while your team executes.

Good change only works with people, not against them. So we involve your team deliberately - but in a way that keeps daily business running.
That varies with the size and number of processes. First improvements often show within days, full execution happens step by step. We'd rather start small and visible than swing for one big, risky move.

That way you collect quick wins and your team grows into the new workflows. Without pressure and without bringing operations to a halt.

Topics & impact

Less wasted time, shorter lead times, fewer errors and clearer responsibilities. In practice that often means: quotes go out faster, orders run more smoothly, and your team spends less time on duplicate work.

The result isn't just efficiency, but a business that holds up under growth and depends less on individual people.
Almost all of them. Wherever information, data, sales, purchasing, production or internal organisation come together, there's usually significant potential. Often it's exactly the workflows that have “always been done this way” that cost the most.

We look at how it all interacts - technically and organisationally, including communication and responsibilities.
Usually not because of the idea, but the execution: resistance from those affected, missing leadership support and poor communication. Studies show that most transformations fail on exactly these points.

That's why change management isn't an add-on for us, it's the core of the work. We bring people along early and explain the why. That's the single most important success factor.
No. We often get considerably more out of your existing systems before anything new is needed at all. Technology is a tool, not an end in itself. And new tools without clean processes and training lead to frustration rather than benefit.

When new software does make sense, we guide the selection neutrally and based on your requirements. Not on the hype.

Trust & choosing a partner

Large consultancies are built for corporations. Big teams, long timelines, standard solutions. For mid-sized business that's often too slow, too expensive and too far from your situation.

We think pragmatically and results-first, analyse selectively rather than exhaustively, and build solutions you can actually execute with the resources you have. You don't get a vendor who gets hired and forgotten, but a sparring partner for a while.
Yes. We've delivered projects and build our own brands on the same principles - from structure and positioning to workflows. We're happy to show you relevant, anonymised examples on the call.

Running our own ventures with the same methods is the most honest proof we can offer: we don't recommend anything we don't do ourselves.
By making success measurable. At the start we define what we'll measure impact against - lead time, error rate or staff turnover, for instance. And at the end we evaluate whether the measures actually worked.

Nothing stays vague. You see in black and white what the collaboration delivered.

Glossary: terms explained clearly

Jargon often stands between you and a good decision. Here are the most important terms - in plain language, sorted by topic, so you see the connections instead of isolated words.

Strategy & analysis

Before anything changes, you need a clear picture: where are you, where do you want to go, and what lies in between?

Target picture - The concretely described target state: what's different if this succeeds? Without a target picture you optimise into thin air. That's why it always comes first for us.

Current state - The honest inventory of how your company and workflows really work today. Not how they look on paper.

Gap analysis - The systematic comparison of current state and target picture. The gap between them shows where the biggest levers are and what to tackle first.

Benchmarking - Comparing against other companies or best practices to realistically judge where you stand and what's possible.

Best practice - A proven approach that has worked in comparable situations. Inspiration, not a template to copy.

TAM / SAM / SOM - Three levels of market size: the total theoretical market (TAM), the part you can serve (SAM) and the share you can realistically win (SOM). Your focus.

SWOT analysis - The structured look at strengths, weaknesses, opportunities and threats. A classic that creates clarity fast when used properly.

Business plan - Translating analysis and concept into a concrete, prioritised plan. Not as prose, but as a documented structure you can work through.

Roadmap - The schedule with phases and milestones: what happens when, in what order, and how do we recognise progress?

Milestone - A clearly defined checkpoint in the project where result and direction get reviewed. Before building further.

KPI (key metric) - A key figure you measure impact against - lead time, error rate or staff turnover, for example. What gets measured gets managed.

ROI (return on investment) - The ratio of return to input. Shows whether a measure pays off. And makes consulting honestly verifiable.

Stakeholder - Everyone affected by a project or able to influence it: team, leadership, partners, suppliers. Ignore them and they're what you'll fail on.

Use case - A concrete application that makes benefit and approach tangible. Small enough to start with, big enough to learn from.

Recommendation - A reasoned, prioritised recommendation of what to do. Including effort, impact and sequence.

Process management

Processes are how your company actually works. These terms make workflows visible, comparable and improvable.

Process - A recurring sequence of steps with a defined start, end and result - from request to invoice, for example.

Core process - The workflows that create value for your customers directly: request, quote, order, delivery, handover.

Support process - Workflows that carry the core processes: HR, IT, finance, knowledge. Invisible, but decisive for speed and quality.

Management process - Strategy, steering and controlling. The workflows by which the company itself is run.

Process landscape - The complete overview of all management, core and support processes and how they interact. The map of your company.

Process modelling - Making a workflow visible in a structured way, usually graphically: who does what, when, with what? The basis of every improvement.

Current/target process - The workflow as it runs today (current) and the optimised version as it should run (target). The difference is the value added.

BPMN - Business Process Model and Notation: the international standard for representing processes graphically and unambiguously. A shared language for everyone involved.

Lead time - The time from start to completion of a process. One of the most honest metrics, because it makes waiting time and friction visible.

Bottleneck - The point in a workflow where things pile up and which sets the pace for everything. Clear the bottleneck and you speed up the whole process.

Media break - Switching between systems or formats mid-workflow - from the email inbox to the Excel sheet to the paper form. One of the most common sources of error.

Waste - Anything in a process that costs effort but creates no value: waiting, duplicate work, searching, unnecessary steps. From lean management (Japanese “muda”).

Lean management - A way of thinking that looks at processes strictly from customer value and removes everything superfluous. Leaner, not more hectic.

CIP / Kaizen - Continuous improvement process: many small steps instead of one big transformation. Small changes with large effects.

Standardisation - The best known way becomes the agreed way. Not as a straitjacket, but as a reliable base to improve from.

Checklist / SOP - The documented work instruction for recurring tasks. Rule of thumb: anything that happens twice gets a checklist.

Process documentation - Recording how workflows function so knowledge stays with the company instead of hanging on individual people.

Process mining - Analysing real system data to see how processes actually run - often surprisingly different from what everyone assumed.

RACI - A responsibility matrix: who does the work (Responsible), who decides (Accountable), who is consulted (Consulted), who is informed (Informed)?

Interface - The handover point between two areas, people or systems. This is where most misunderstandings arise. And the biggest chances to improve.

Digitalisation & AI in everyday work

Technology is a tool, not an end in itself. These terms help you think about digital decisions from the process - not from the hype.

Digitalisation - Moving workflows into digital form. Important: a bad process just becomes a fast bad process once digitised. Understand first, digitise second.

Digital transformation - More than software: changing how a company works and decides. Above all a cultural matter. Acceptance decides success.

Quick win - A measure that works fast and visibly. In mid-sized business more valuable than the perfect large project, because it creates trust and momentum.

ERP - Enterprise Resource Planning: the central system connecting inventory, orders, purchasing and finance. The backbone of many companies.

CRM - Customer Relationship Management: a system that bundles all customer contacts, cases and history so nothing gets lost.

DMS - Document management system: the central, searchable filing for documents. The end of “where's the current version again?”

Workflow - A digitally mapped, partly automated workflow - an invoice approval that automatically routes to the right person, for example.

Automation vs. optimisation - Optimising means making the workflow better; automating means letting software handle it. The right order: optimise first, automate second.

System selection - The structured path to the right tool: define requirements, survey the market, compare, decide. Based on your needs, not the hype.

RFI / RFP - Request for Information / Request for Proposal: structured enquiries to vendors so systems and offers can be compared fairly and fully.

AI as a sparring partner - Artificial intelligence as a tool in daily work: structuring text, preparing knowledge, speeding up routines. AI doesn't replace processes. It builds on them.

Prompt - The work instruction you give an AI. The clearer the prompt, the better the result. Good prompting is structured thinking in written form.

Knowledge management - Handling company knowledge systematically: capture it, document it, make it accessible - so it stays with the company, not with individuals.

Data quality - The reliability of your data: complete, current, unambiguous. Every analysis and every automation is only as good as the data beneath it.

HR & change

Change happens through people, or not at all. These terms describe how HR work and change become something that lasts.

Recruiting - The structured path from requirement to selection: who exactly do we need, how do we recognise fit, how do we decide fairly and reliably?

Role requirements - The clear description of what a role actually needs: tasks, skills, experience. The best insurance against bad hires.

Bad hire - A hire that doesn't fit. Costs 50-200 % of an annual salary depending on the role, more at leadership level. Plus time, nerves and team morale.

Staff turnover - The rate at which employees leave the company. High turnover is rarely bad luck - usually a pattern with findable causes.

Onboarding - The structured induction of new employees: roles, workflows, contacts, first wins. Decides in the first weeks whether someone stays.

Role clarity - The clear answer to: who is responsible for what? Unclear roles are one of the most common causes of friction and frustration.

Org chart - The overview of roles and responsibilities. Valuable when every box has a name. And honestly shows where scaling needs people first.

Empowerment - Enabling employees to take responsibility - with knowledge, tools and backing. So capability and decision-making grow inside the company.

Change management - Guiding change in a structured way: involve people early, explain the why, make wins visible. The difference between 88 % and 13 % goal achievement.

Resistance - The normal human reaction to change. Not a sign of bad will, but of uncertainty. And resolvable through involvement and communication.

Involvement - Turning those affected into participants: people who help shape it, help carry it. The most effective lever for acceptance.

Leadership support - Leadership visibly and consistently backing the change. Without it, projects fail - regardless of how good the concept is.

Retention - Everything that keeps good people: clear roles, fair development, good leadership, workflows that work. Cheaper than any replacement.

Design thinking - A method for thinking about problems strictly from the user's side: understand, try, learn. In short loops instead of long theory.

Working together & steering

How we work. And the terms you'll come across in our proposals and projects.

Full service - Our model with maximum relief: after a clean onboarding we take over execution, you steer through approvals.

Consulting 50/50 - We work like an interim or fractional lead: results are created together, your team learns the method along the way. The knowledge stays with you.

Advisory - Sparring on specific topics: we supply know-how, checklists and project plans, your team executes on its own.

Interim / fractional lead - A leadership role on a temporary or part-time basis. Experience and steering without creating a full-time position.

Onboarding checklist - Our structured start list: goals, documents, access, contacts. The more complete the start, the more precise the consulting.

Approval - Your checkpoint in the collaboration: nothing goes live or into execution before you've seen and confirmed it.

Sparring - Structured exchange as equals: we question, add and think further. Decisions stay with you.

Workshop - A facilitated working format where participants work together toward a concrete result. Prepared, focused, documented.

PDCA - Plan, Do, Check, Act: the steering cycle of continuous improvement. Plan, execute, review, refine. And round again.

Controlling - Continuously checking whether measures are working: collect metrics, compare, draw conclusions. Steering instead of hoping.

Project plan - The binding overview of phases, tasks, owners and dates, so everyone knows what happens when.

Retrospective - The structured look back after a phase: what went well, what didn't, what will we do differently next time? Learning as a fixed appointment.

Want to apply one of these terms to your business? Get in touch. We translate every one of these topics into concrete steps for your situation.

Your request - step 2 of 2

Great. Now let's turn your call into a small gap analysis.

Why these five questions? Because that's how every good analysis starts: current state, target picture, the gap between them. In five minutes you cover what would otherwise eat half the first call. And on the call you get answers instead of follow-up questions - often with the first concrete levers already.

Your answers stay confidential and are used solely to prepare your call.

Legal pages are provided in German. The German version is the legally binding one.