When growth starts breaking structure.
Growth changes what a business needs from its leadership and structure. The same holds true in case of a restructuring, an acquisition, or a leadership transition.
House of Konings steps into businesses where growth or change has started creating friction, complexity, and dependency.
Built from experience - applied where it counts.
The signals usually appear before the damage does.
Leadership friction
Organisational complexity
Leadership bottlenecks
Decisions slow down. Roles evolve faster than clarity can keep up. Strong people start carrying more than they should.
What worked at one size stops working at the next. As complexity increases, informal structures start to show their limits.
As organisations grow or change, too much continues to depend on one person at the top.
Most people problems are structure problems in disguise.
Growth becomes harder when structure no longer supports the complexity of the organisation.
Built inside growth, integration, restructuring and operational complexity.
My experience spans building businesses, leading acquisitions and integrating teams, as well as executive leadership roles in fast-growing international organisations; as Director of Operations, GM and SVP Customer Success and Customer AI Innovation.
That combination of entrepreneurial, operational and corporate experience is what I bring to my work today, as an interim executive and leadership mentor.
Prefer to read before you reach out?
How I work
How I work with founders, CEOs and leadership teams:
Leadership and decision-making. So decisions stop flowing back to you.
When decision-making slows down and ownership becomes unclear, people default to waiting for your decision.
Founder and CEO mentoring. So you stop making calls that should have moved to others.
When growth or restructuring outpaces your leadership model, you're still the one everyone checks with.
HR, structure and accountability. So people know who owns what, without you explaining it.
When the organisation scales or restructures, roles blur and reporting lines tangle.
Interim leadership and transition management. So the business stays steady while everything else moves.
When acquisitions, restructuring, leadership transitions or operational friction hit at once, there's no time to figure out who's driving.
Leadership Endorsements
"Astrid was instrumental in preparing our organisation for the operational complexity that came with onboarding IBM. She quickly identified structural weaknesses, introduced clear accountability, and removed leadership bottlenecks. Her ability to combine strategic thinking with practical execution made a significant difference to our ability to scale."
Felix Donoso
Partner Ecosystems & Strategic Alliances
"Astrid's blend of business and emotional intelligence is truly exceptional. Her unwavering commitment to strong business ethics, combined with her ability to support diverse teams, is a rare and valuable asset."
Eri Irie
Global Commercial Leader