A small firm that takes on hard problems
Braun Management was set up in Berlin for a specific purpose: to help leadership teams untangle the organizational messes that accumulate when a business grows faster than its management systems.
What Braun Management is built to do
The role of Braun Management is to help leadership teams think more clearly about difficult situations and turn that clarity into usable action. In practice, that usually means one or more of the following:
- •clarifying what the real problem is
- •identifying where structure is hurting execution
- •making ownership and decision rights visible
- •separating symptoms from causes
- •translating uncertainty into a workable sequence of action
The work is grounded in practical management judgment. It is not designed to impress from a distance. It is designed to help a client make stronger decisions.
Why we stay small
Large consulting firms have their place. They are good at mobilizing quickly, processing data at scale, and lending credibility to decisions that have already been made. But the organizational problems we work on tend to get worse when you throw more people at them.
A dozen consultants running around a company creates noise. People start managing the consultants instead of solving the problem. Information gets filtered through too many layers. The actual issue gets buried under process.
We keep the team lean because the work demands it. Mapping an org structure, untangling decision rights, or diagnosing a performance gap requires sustained attention from someone who holds the full picture in their head. That does not happen when the work is divided across rotating analysts.
Who does the work
Hanna De Boer founded the firm and leads every engagement directly. There is no bench of associates. When specialist knowledge is needed, it comes through a network of people she has worked with for years, not through a subcontracting arrangement.
This matters because organizational problems are political. The people you interview remember who asked which question. Trust is built or lost in specific conversations. Rotating staff through an engagement breaks that thread and makes honest answers harder to get.
How we came to this
Before starting Braun Management, Hanna spent years at McKinsey and later at a European organizational consultancy, watching the same pattern repeat. Clients would pay for large teams, receive thick slide decks, and then struggle to translate any of it into action. The recommendations were technically correct but practically useless.
This firm was set up to do the opposite. Smaller engagements. Written deliverables that fit on a few pages. Recommendations tied to specific people and specific timelines. The test is not whether the analysis is impressive. The test is whether the client can do something with it the following week.
Based in Berlin. Registered in Germany. Covered by professional liability insurance for consulting work across the EEA.
We take on a limited number of engagements at any time. If the timing does not work, we will say so.
Working principles
Clarity before action
Sound intervention starts with sound diagnosis.
Substance over display
The quality of the work matters more than the performance around it.
Judgment over fashion
Management decisions should not be driven by whichever concept happens to be popular.
Measured communication
Trust is built through precise language, not inflated claims.
Remote but accountable
Distance does not excuse weak structure, poor follow-through, or vague ownership.
Knowledge that remains
Clients should keep useful written output after the engagement ends.
What clients can expect
Direct engagement
Clients deal with a focused advisory setup, not a sprawling delivery structure.
Clear written work
Findings, recommendations, and implications are documented clearly enough to be used after meetings end.
Honest diagnosis
The work is not built around protecting assumptions. It is built around understanding the situation as it is.
Practical recommendations
Advice should fit the client's actual operating reality, internal capacity, and level of urgency.
Who the firm works best with
Braun Management is generally most useful for:
- •owners, executives, country leaders, and senior management teams
- •organizations facing structural or strategic ambiguity
- •companies where accountability has become diffused
- •businesses entering, reshaping, or reviewing work in the DACH region
- •leadership teams that want careful diagnosis before large commitments are made
What the firm is not
Not a high-volume workshop vendor
Not a general outsourcing team
Not a slide-driven branding exercise
Not a formula business that forces every situation into the same answer
Remote operating model
Braun Management works remotely by default. This is not treated as a compromise. It is treated as an operating model that supports focused working sessions, document review, structured interviews, written synthesis, and disciplined decision support across time zones.
Physical presence can be arranged where it is genuinely useful, but it is not used as a performance device. The quality of the work depends on clarity, preparation, and execution, not on unnecessary travel.
Discuss a situation
If your leadership team is dealing with strategic uncertainty or structural friction, we are available for an initial discussion.