The transition has already started.
The question is whether you are leading it or reacting to it.
Private strategic advisory for senior leaders. Built from two decades inside transitions, carrying the risk, not observing it.
A new role, a bigger scope, a new organisation, a new country, a business on your own.
Every transition asks you to let go of what worked and built something new, often before you fully understand the environment.
The skills that brought you into this position are not always the ones that will make you succeed in it.
According to McKinsey, between 27% and 46% of executives transitions are considered failures or disappointments 2 years later.
Not because leaders lack capability. Because they hold on to what they know, arrive with answers too early, or underestimate how isolating the new role can be.
And it never stops with one person. A struggling leader never fails alone: their team, their peers and their managers carry the cost too.
This is the problem Transition Method was built to solve.
WHO THIS IS FOR
You have stepped into a new mandate and have 90 days to establish your position before the organisation forms a view of your capabilities without your input.
Your organisation has outgrown the structure you built. The decisions that made it successful are now creating the constraints that threaten it.
You are in a board, investor or partner dynamic where the stated priorities are not the real one and you are making decisions based on the wrong read of the room.
You have exited a senior role. The market will form a view of what happened and what you are worth. The question is whether you control that narrative or inherit someone else’s version of it.
You are in the final stage hiring-process and have been asked to present your 90-days plan. The plan that wins the role is not a list of priorities. It is a read of the real situation you are walking into—written with enough precision that the hiring committee understands you already see what others will take months to find.
You are moving from corporate to entrepreneur. Every decision is now yours. The colleagues, network and the resources the organisation provided are gone, and you need to build your own.
Amelie brings a rare combination of strategic clarity, structure and sound judgment, What sets her apart is her ability to cut through complexity, challenge thinking in the right way, and bring structure to moments that can easily become reactive or unclear.
Amelie is sharp, discreet and highly effective with senior leaders. I would recommend her without hesitation to any executive navigating a significant transition and look for serious high-level support.
Morgane Le Bos, Senior Program Director, BNP Paribas CIB
How transitions are navigated here
Every engagement begins with a Strategic Diagnostic.
90 minutes. One focused session to surface what the transition actually is beneath the version you walked in with and define what needs to happen in the next 30 days.
You leave with a written brief: a clear definition of the transition, the strategic priorities and a structured view of what to act on, what to hold, and what to watch.
Where the transition requires deeper, sustained work, a retained advisory engagement is recommended after the Strategic Diagnostic.
The diagnostic fee is credited in full toward any advisory engagement confirmed within 30 days of the Strategic Diagnostic.
Amélie GERARD
Founder, Transition Method
My career has been built on transitions, my own and those of the leaders I have worked with.
Over nearly 20 years at SAP and PTC in enterprise sales and executive advisory, I worked across 19 countries in Europe, the Middle-East, and Africa. Along the way, I went through acquisitions, promotions and multiple international moves myself.
As EMEA Sales leadership Coach at SAP, I spent 7 years advising senior leaders through organisational change, leadership transitions and commercial transformation.
The combination of living transitions and guiding others through them is what The Transition Method is built on.
Executive Diploma in AI for Business, Oxford University, 2025