Organisation · Technology · Execution
Even under high pressure. Without making them rigid.
When commitments slip, backlogs grow and too much work is under way at once, we restore the flow of work. We help those responsible internally to set clear priorities and follow through on them in day-to-day work. Together, we make bottlenecks visible, create transparency around dependencies and clarify responsibilities — until the result holds up in day-to-day work.
Typical engagements
Strategic direction is translated into prioritised, verifiable initiatives that take precedence in day-to-day work — rather than just receiving approval. Insights from delivery flow back into decisions and strategy.
Commitments, ongoing services and key initiatives become reliable across teams and departments — even with backlogs and under high pressure. Bottlenecks become visible and are managed deliberately, instead of pushing more work into the system.
New insights, requirements and technological opportunities flow quickly into decisions and day-to-day work — including in environments where the direction itself is still taking shape. Adaptability and reliability are not opposites.
Integrations, scaling efforts and other major changes are delivered without jeopardising day-to-day operations or critical results.
Always part of the work
That is why these three are part of every engagement.
Company culturedoesn't change by decree, but with the work itself. New culture shows in daily actions and decisions — and that is where we start.
Leadership coachingwe support the accountable leaders individually through the change.
Change managementnot a separate programme, but built into every step of delivery.
Selected clients
Selected case studies
Four examples of how strategy reaches daily work and the ability to deliver becomes measurable — in numbers, and in the judgement of our clients.
Industrial company · Regulatory obligations
“For the first time, we are ahead of the wave.”Executive sponsor · after six months
Consulting company · Strategy and portfolio
One direction. Clear priorities.
Automotive · Scaling and reliability
Financial services provider · Payment integration
Voices from working together
“I was able to fully hand over my responsibilities […] knowing things would be in excellent hands. That level of trust is rare, and Sebastian absolutely earned it. Sebastian asks the right questions before jumping into solutions and keeps value delivery at the heart of his coaching/partnering.”“Sebastian […] played a leading role in developing, refining, implementing and coaching the approach to agile transformation at Europe’s largest refinery. His ability to listen closely and see things from the customer’s perspective made a significant contribution to its success. I would work with him again without hesitation.”About Bergkreuz
Many organisations have long known that something needs to change. But change competes with client business, operational problems and new demands.
When change is postponed, the organisation doesn't stand still. More initiatives and dependencies accumulate, leadership gets pulled into operations — and at some point, it is no longer the strategic direction that decides, but whatever is loudest right now. The ability to deliver rarely drops because of a single event. It drops through many small postponements.
That is why the right moment to shape things deliberately is not the moment the pressure becomes unbearable.
We founded Bergkreuz in 2019 because good concepts alone don't create change. A strategy is worth as much as the organisation's ability to deliver it. That is why we start from a concrete result and, together with those responsible internally, shape the conditions that are decisive for its delivery.
Waiting is not a neutral decision.
In a first conversation, we discuss your situation and clarify openly whether Bergkreuz is the right partner for it.
We look forward to meeting you.
For Bergkreuz
Sebastian Nickel
Co-founder
Mark Gänsicke
Co-founderTypical starting situations
The direction is decided and clear on slides — but it doesn't translate into priorities and decisions. Every department reads it differently, and in any conflict, day-to-day business wins.
Strategy execution, daily business, projects and improvement initiatives compete for the same people. A visible decision about what happens later — or not at all — is missing. So everything starts, and nothing gets finished.
Dependencies go unrecognised or unresolved. Who delivers what, how interfaces work and who gets to decide remain open — work is stuck not for lack of capacity, but at the handovers.
Everyone is busy, but the pace is set by a single overloaded point. Instead of relieving it, more work is pushed into the system — and the backlog grows.
Every unit pursues its own goals and agendas — each understandable in isolation. Yet the whole gets slower, because no one is steering towards the shared result.
Teams wait for feedback and decisions; less and less room remains for direction and priorities. The organisation depends on a few individuals.
Rework, alignment loops and corrections tie up capacity that new work would need. A growing share of the work is work on work already done.
Feedback arrives only after significant investment — exactly when changing course is most expensive. Wrong assumptions live too long.
They rarely appear alone — most organisations recognise several, reinforcing one another. In a first conversation, we look together at what you want to achieve and what is costing you your ability to deliver today.
How we start working together
We discuss your situation and what you want to achieve or change. Together, we look at which conditions play a role and whether Bergkreuz is the right partner. If not, we say so openly and – where possible – recommend a more suitable point of contact.
In the second conversation, we outline possible ways forward. Together, we clarify the intended result, scope of responsibility, participants and how success will be recognised. If important questions remain unanswered, a focused assessment or in-depth analysis can be the first paid engagement.
If desired, we work with those accountable inside the organisation on implementation. Insights from the work continuously inform the next steps – until the change holds up in day-to-day work.
A first conversation
