Philippe Crevoisier · Advisor & independent board member
For over twenty years, I have guided executives, founders and families through the decisions that shape their future — sales, successions, sensitive negotiations. Where financial, human and emotional stakes meet.
The approach
I'm Philippe Crevoisier. I step in where the numbers alone fall short: family businesses, sensitive environments, transitions where money, relationships, personal histories and life choices all intertwine.
My role isn't only to analyse and recommend. It's to clarify, steady and protect — the people, the relationships, and the meaning behind the decisions.
I'm called in when
The foundation
A sound decision doesn't rest on numbers alone. It rests on reading the human context accurately, on a clear view of the scenarios, and on a solid structure to execute.
Understanding what's truly at play: reading the tensions, sensing the fears, the loyalties and the unspoken, revealing the real scenarios behind the postures.
Turning that reading into clear options, viable paths, decisions one can stand behind, and negotiation frameworks that are genuinely secure.
Accounting for the fatigue of founders, family ties, legacies, and professional as well as personal identities.
The method
Most advisors start with the numbers. My proprietary method — HIP, the Human Intelligence Platform — works the other way round: understand the people, the family and the organisation before structuring the deal. Because a transaction almost never derails on a spreadsheet — it derails on something left unsaid.
The seller's real motivations, fears, fatigue and true intentions.
Loyalties, roles, expectations and the balance between generations.
Dependencies, key people, culture and points of fragility.
Financial, legal, tax and strategic analysis.
Engagements
Secure the process, protect the relationships, preserve the value.
Evolving the system without breaking it.
Restoring order, clarity and trust.
So the leader stays aligned, clear and steady when everything accelerates.
The process
A sell-side mandate follows a clear path. I run it end to end, at your side — to draw out the best offer without ever revealing what must stay confidential.
Financial analysis, normalisation of earnings (Quality of Earnings), a valuation range, and preparation of the materials.
Anonymous teaser, information memorandum (IM), and precise targeting of the relevant universe of buyers.
Discreet outreach, non-disclosure agreements, and a competitive process run to bring out the best offer.
Letters of intent, share deal vs. asset deal, term sheet, and calibration of the warranties.
Data room, coordination of legal, tax and accounting advisors, and responses to the audits.
Sale and purchase agreement, representations and warranties, execution and transfer — through to signing, and beyond.
Who I work with
Considering a sale or a handover.
Facing a strategic turn or a crisis.
Facing a weighty decision.
For whom the human variable is decisive.
A right decision is one that, five or ten years on, still holds up — humanly.Philippe Crevoisier
References & roots
Out of respect for confidentiality, no names are given. But here is the ground I work on.
I don't only advise from the outside. I chair one board of directors and sit on several others. I have lived governance, succession and hard decisions from the inside — which changes the way I stand beside you.
Member of the Swiss Chamber of M&A experts (FVMA). I know the Swiss specifics: transfer taxation, share vs. asset deal structuring, company law — in Switzerland and internationally.
First conversation
Every situation is unique. The first step is often a simple, confidential conversation — to set the frame, weigh the stakes, and see whether I'm the right person to guide you.
