Gennoor

Advisory

Work taken on where the decision is already due.

Six areas, one practice. Each is drawn from a seat one of the two principals has actually held — which is also why the list is this short.

How engagements are structured

Three ways the work is held

The form matters more than the label. What separates these is where the accountability sits — with the board, with the question, or with the executive line itself.

Board and non-executive mandates

A seat, with the fiduciary duty that comes with it. Held for the term, not for the meeting.

Advisory engagements

A defined question and a defined end. Usually a decision the executive team already knows it has to take.

Interim and fractional executive

Where the accountability is real and the role is carried, not observed — a revenue organisation, a technology function, a transaction through to close.

Focus areas

What we are asked for

01

Leadership & Corporate Development

Taken on where a board needs the decision made, not the options paper written.

Typically

  • A chief executive transition, or the first two quarters of a turnaround, when the plan has to be set before the evidence is complete.
  • A transaction from letter of intent through to the integration that decides whether it worked.
  • A cost base that has to come down without removing what made the business worth keeping.
  • A regulatory position argued where the outcome shapes the market, not only the licence.
  • A commercial organisation that needs rebuilding rather than re-motivating.

Drawn from

Matteo Gatta
Chief executive of BICS through its turnaround, and of Scarlet before that — full P&L, the commercial organisation, and the quarters that did not go to plan.
Kathelijne Winderickx
The TeleSign acquisition and its integration, the Route Mobile transaction and post-close readiness, the carve-out of a domestic B2B business, and a group-wide efficiency programme.

02

Digital & Software Communications

For businesses whose product is now software, and whose org chart has not caught up.

Typically

  • A carrier or CPaaS business repositioning from transactional volume to outcome-based engagement.
  • An AI-powered CX or automation proposition that has to be sold to enterprises, not demonstrated to them.
  • Digital identity, fraud prevention and data analytics operated inside a privacy regime with teeth.
  • IoT, eSIM, mobility and roaming enablement, where the wholesale relationship is the product.
  • A partnership with a hyperscaler or global platform that has to survive contact with both roadmaps.

Drawn from

Matteo Gatta
Chief Revenue Officer of a CPaaS platform through its shift to outcome-based CXaaS; cloud communications, IoT, eSIM and fraud prevention launched at BICS; an API- and cloud-first wholesale model rebuilt for Deutsche Telekom.
Kathelijne Winderickx
The governance of TeleSign inside the group — including the data-analytics relationship with the wider business, held inside the applicable privacy regime.

03

Telecom Infrastructure

Where the capital decision and the technology decision are the same decision.

Typically

  • A fibre roll-out that needs external capital, and a shareholders’ agreement that has to survive the second funding round.
  • Network sharing: what is genuinely shared, and what remains the thing you compete on.
  • Spectrum strategy and auctions — what to bid, and what winning at that price does to the business case.
  • Private networks, cloud-enabled edge and data centre, justified by the customer rather than by the technology.
  • Tower and passive infrastructure positions, where the asset and the operating company want different things.

Drawn from

Matteo Gatta
The fibre-to-the-home strategy at Proximus and the joint ventures that funded it, the active network sharing agreement with Orange, and the 5G spectrum positions in Belgium and Luxembourg.
Kathelijne Winderickx
The re-negotiation of the strategic fibre shareholders’ agreement for Flanders, and a board seat at the fibre infrastructure company built on it.

04

Family Business Management & Transition

Balancing daily enterprise governance with the multi-generational transfer of leadership, ownership, and family values to secure lasting continuity.

Typically

  • Balancing Preservation with Modernization: Allowing the incoming generation to update core processes (e.g., adopting digital tools, modern marketing, or new service lines) while honoring the founder's original customer relationships and reputation.
  • Pragmatic Estate & Planning: Relying on straightforward legal tools—like key-person insurance, simple buy-sell agreements, and lifetime gifting—to transfer ownership without imposing heavy tax burdens or requiring business liquidation
  • Financial Separation & Equity Fair Share: Disentangling personal/family finances from business cash flow, ensuring clear division between operational compensation (salaries) and equity distribution among active vs. non-active siblings
  • Hands-On Skills Transfer: Succession happens through direct mentorship on daily operations—from supplier relationships to key client management—rather than executive grooming programs
  • Informal to Semi-Formal Governance: Replacing informal kitchen-table decisions with structured monthly family meetings to separate household conversations from business priorities.

Drawn from

Kathelijne Winderickx
Direct Experience in Family Business
Matteo Gatta
Strategy and Financial Modelling

05

Corporate Transactions & Restructuring

The strategic buy, sell, merger, or reorganization of a company's assets, capital structure, and operations to maximize value, accelerate growth, or turn around distress.

Typically

  • Mergers & Acquisitions (M&A): Navigating buy-side and sell-side transactions—including valuation, due diligence, negotiation, and post-merger integration—to expand market footprint or exit non-core assets.
  • Operational Restructuring: Streamlining cost structures, re-engineering core operating models, and reallocating resources to improve profitability, cash generation, and efficiency.
  • Financial & Debt Refinancing: Reconfiguring capital structures, renegotiating debt terms, and executing recapitalizations to optimize the balance sheet or resolve liquidity challenges.
  • Carve-Outs & Spin-Offs: Separating business units or subsidiaries into standalone entities to unlock latent equity value or realign group strategy.

Drawn from

Kathelijne Winderickx
Extensive experience in M&A transactions
Matteo Gatta
Extensive Experience in M&A deals, strategy and finance

06

Legal Management, General Counsel & Corporate Secretary

Overseeing enterprise legal strategy, mitigating risk, and administering board governance to ensure regulatory compliance, protects value, and aligns shareholder interests.

Typically

  • Contract & Transaction Oversight: Drafting, negotiating, and executing critical commercial agreements, partnerships, and corporate transactions while safeguarding intellectual property and asset rights.
  • Enterprise Legal Risk & Strategy: Proactively identifying, managing, and mitigating operational, transactional, and regulatory risks to protect company value and support executive decision-making.
  • Corporate Governance & Compliance: Ensuring adherence to statutory regulations, industry standards, and internal codes of conduct across all business activities and operating entities.
  • Board & Shareholder Administration: Managing board and shareholder meetings, maintaining corporate records, filing regulatory disclosures, and enforcing clear governance protocols.

Drawn from

Kathelijne Winderickx
Direct Experience in Chief Legal Officer, General Counsel, Company Secretary, Board Member
Matteo Gatta
Board Member

How we work

The constraints are the offer.

None of what follows is unusual to say. It is unusual to hold to when the pipeline is thin, which is the only reason it is worth writing down.

Few mandates at a time

Advice written at a distance from the consequence is a different product, and a cheaper one. Taking on fewer engagements is what keeps this one honest.

One name on the mandate, two views behind it

Whichever principal holds the seat, the decisions a board finds genuinely hard sit on the seam between the commercial view and the governance one. Both are in the room before the advice leaves it.

The reasoning is written down

What was assumed, what was uncertain, and what would have to be true. A board that only receives conclusions cannot challenge them.

We say when it is not us

Neither principal is a generalist, and the record shows exactly where the experience stops. Where a mandate sits outside it, that is said at the first conversation.

Contact

The useful first conversation is about the situation, not the scope.

A short note on what has to be decided, and by when, is enough to establish whether either principal is the right person to be holding it.

Start a conversationRead the records