Three problems. One principal.

01

When growth is stuck on the person

Executive search

First the role: outcomes, decision rights, cadence, fit with the company culture and the local task. Only then the network.

• Leaders and specialists in lighting, manufacturing, design and smart-tech.
• Country management, sales, operations, R&D — once the system can carry the role.
• Operations and production: sustainability, digitalisation, additive manufacturing, building automation. The plant has to learn as fast as the product.
• Do not hire into an unclear system. The same friction returns under a new title.
• Where the gap cannot wait, an interim bridge is possible — the same person who runs the search can hold the seat until the hire lands. Offered only where the industry fit is real.

02

When the visible problem is not the whole problem

Organisational diagnostic

When KPIs fall, succession approaches or integration stalls, the visible problem is rarely the whole problem. The diagnostic exposes friction in decision-making, accountability, collaboration, role clarity and culture. It is anonymous, psychometric and deliberately non-invasive — a 20-minute assessment, no interview marathon, no internal campaign. Leadership receives structured findings and clear decision priorities within two to four weeks, depending on company size. The method is published as the Enterprise Health Program in LED professional Review. In conversation it is an organisational diagnostic.

• Falling performance that conventional KPIs cannot explain
• CEO or ownership succession
• Cultural and organisational due diligence before an acquisition
• Integration after closing
• Reorganisation and turnaround

03

When a mandate does not fit a single service line

Market and organisation advisory

A market-entry problem may also be a leadership problem. A succession decision may expose weaknesses in the operating model. In those cases LightGrow combines diagnosis, advisory and search in one principal-led mandate.

• Operating model and growth: market focus, decision flow, R&D bottleneck, middle management, retention — often in founder- or family-led houses. Before anyone is hired.
• Market entry: positioning, product hierarchy, specifier ecosystem, channel, later a country entity.
• Credibility and category: from component supplier to solutions partner. What to say, what to show, what to stop saying.
• Credible entry into specifier ecosystems and relevant decision-making networks through informed positioning, introductions and cultural-commercial translation.
• Commercial organisation: country logic instead of silos, from catalogue selling to project business.