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 enterprise transitions, not outside them.
Between 30 and 50% of senior leaders fail their transitions within the first 18 months.
Not because they lack capability. Because they are operating from a version of the situation that has already changed.
The cost of a failed leadership transition is estimated at 10 to 30 times the executive’s annual salary.
Most of that cost is invisible until it is too late to contain.
Every leadership transition directly disrupts a minimum of 12 leaders in the same organisation.
The failure is never isolated.
This is the problem Transition Method was built to solve.
Most senior leaders fail transitions not because they lack capability, but because they act on a version of the situation that has already changed.
Priorities shift. Power reorganises. The signals you are reading are no longer the ones that matter.
Transition Method is a private strategic advisory for leaders who need to see the transition clearly before it defines their position.
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.
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 engagement that follows.
Amélie GERARD
Founder, Transition Method
Nearly two decades inside enterprise sales and executive advisory at SAP and PTC, spanning France, Ireland, Spain, the UK and the UAE. Seven years as EMEA Sales Leadership Coach and Executive advisor at SAP, working with senior leaders and high-potential executives across 17 countries through organisational changes, leadership transitions, and commercial transformation.
Earlier in my career, I managed the EMEA clients portfolio through the successive acquisitions of Carthesis, Business Objects and SAP. This was my first direct experience of watching capable professionals struggle not from lack of skill, but because they were still operating from a version of the organisation that no longer existed.
Executive Diploma in AI for Business, Oxford University, 2025