For companies
I have held HR responsibility myself, not just advised on it.
For over seven years I was accountable as HR Manager and Head of People, at Procter & Gamble, DekaBank, Liferay, and SharkNinja among others. I built teams, rebuilt processes, supported a restructuring across nine countries, and scaled a region from 70 to 130 employees.
One thing kept repeating: most HR problems are not a question of concept. What is missing is not the idea, but someone who actually implements it next to the daily business. That is what Nick’s Advisory exists for: separation support, interim HR leadership, and process work, from someone who has held the role.
I work out of Frankfurt am Main, on site in the Rhein-Main region if you want me there, otherwise remote or hybrid and across Germany. In English and in German.
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I have handled separation processes myself as Head of People
Including at DekaBank in Frankfurt and at Liferay, where I supported a restructuring across nine countries. Every conversation with an affected employee stays confidential.
Why I consult
In seven years of HR I worked in very different organizations: in a corporate with committees and policies, in mid-sized companies without an HR department at all, and in fast-growing businesses where structures lag behind the growth.
The patterns are more similar than you would expect. Recruiting does not stall because of the market, it stalls because of the process. An HR system gets introduced but never finished. A separation escalates not because of the decision, but because of how it was communicated. And in almost every case someone inside knew it, but had no capacity to fix it.
Companies rarely need another concept. They need someone to take responsibility for a defined period and hand it back in order.
That is what I do today: time-limited, with a clear brief and a defined end. A good mandate makes itself redundant. What stays behind are processes, decisions, and a team that can keep working without me.
My path through HR practice
Corporate, mid-sized business, and scale-up, from recruiting to restructuring. These are the stages my mandates draw on today.
Learning the craft in a strong team
Junior HR Manager at AMG Engineering, inside an HR team that genuinely worked well. Recruiting, contracts, onboarding, conflict cases: I learn the craft where processes run cleanly and experience gets shared. That is still my benchmark for what well-run HR looks like.
Corporate HR with every committee
Management trainee at DekaBank. I learn how HR works inside a regulated organization: co-determination, compliance, many stakeholders. And I lead a project that regulates working from abroad for 4,400 employees, from policy to rollout.
Recruiting under pressure
HR Business Partner at Procter & Gamble. I own a recruiting campaign for medical specialists on my own: 8 out of 10 roles filled in 4 months, without an agency and without extra budget.
Restructuring across nine countriesDirect link to outplacement
At Liferay I support a reorganization across 9 countries, in just 3 months. Planning, works councils, communication, and the conversations themselves. Since then I know what makes a workforce reduction expensive, and what keeps it fair.
Scaling through fast growth
As HR Manager at SharkNinja I scale a region from 70 to 130 employees. Structures, roles, and hiring at a pace where HR usually becomes the bottleneck.
My own practice, first mandate
I found Nick's Advisory in Frankfurt and shortly after take on an interim mandate at Rail-Flow. Since then I bring the same responsibility into companies that need it for a defined period instead of hiring permanently.
How I work inside a mandate
Owned it, not just advised on it
I have run HR functions, owned budgets, and made decisions that were uncomfortable. That is why you get recommendations that hold up in day-to-day operations, not only in a presentation.
One point of contact, not a network
Whoever sits in the first call with you also delivers the mandate. No handover to junior consultants, no rotating contacts, no agency in between.
Execution, not a concept paper
What you get at the end is not a slide deck but a process that runs, a position that is filled, or a team that stays functional after the change.
Not here on behalf of a company?
I use the same experience in 1:1 career coaching for individuals: over 1,000 interviews conducted and more than 100 people hired, translated into what actually counts in your application and in the interview.
Last updated: August 2026
Frequently Asked Questions
What size of company do you work with?
Mostly mid-sized companies and growing scale-ups, typically between 30 and 500 employees, often with a small HR team or a management team that has carried HR on the side so far. I know corporate structures from Procter & Gamble and DekaBank, and smaller organizations from mid-sized businesses and start-ups.
What makes you different from a recruitment firm or an HR agency?
I have held HR responsibility myself instead of advising on it from the outside: my own teams, my own budgets, my own decisions, including the uncomfortable ones. And you are not talking to a sales team that hands the mandate on afterwards. Whoever sits in the first call also delivers the work.
In which situations do companies typically come to you?
Usually at a transition point: an HR lead is out or the role is vacant, the company is growing faster than its processes, HR still runs on spreadsheets and one-off decisions, AI is supposed to enter the HR team in a sensible way, or a workforce reduction is coming up and should be handled fairly. Which service field fits is something we clarify in the first call.
Does a separation process stay confidential?
Yes. Every conversation with an affected employee is confidential. Your company only receives an aggregated status overview, never the content of individual conversations.
Does this also work for a larger workforce reduction or restructuring?
Yes, through a group program starting at 5 people, the same approach I used for the nine-country restructuring at Liferay. Everyone affected gets the same structured process, delivered personally.
Do you work remotely or on site?
Both. In the Rhein-Main region I am on site regularly if you want me to be, beyond that remote or hybrid, across Germany. For interim mandates it depends on what the role actually requires.
Do you consult in English?
Yes, across all service fields. I have hired across more than twelve countries and worked in internationally led organizations where English was the working language, not an add-on.
You also coach individuals on their careers. Isn't that a contradiction?
No, it is the same experience used from two directions. For companies I take on HR responsibility, for individuals I translate how decisions inside companies are actually made. I keep both strictly separate: a company mandate never turns into candidate placement, and the other way round.
Let’s talk about your situation
Free and non-binding, 30 minutes by video call or phone. You describe the situation, I tell you honestly whether and how I can help.