{"id":396,"date":"2025-08-19T09:39:10","date_gmt":"2025-08-19T09:39:10","guid":{"rendered":"https:\/\/humanae-partners.com\/?page_id=396"},"modified":"2026-09-29T13:28:58","modified_gmt":"2026-09-29T13:28:58","slug":"services-prestations","status":"publish","type":"page","link":"https:\/\/humanae-partners.ch\/en\/services-prestations\/","title":{"rendered":"Services"},"content":{"rendered":"
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our approach<\/a><\/div>\n

\n We don't sell services.
We solve fundamental problems.
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Behind every SME that can't be transferred or has stalled, there is the same problem: an organization still too dependent on its owner. Our method addresses this dependency directly.<\/p>\n

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\n I'm Preparing My Business Transfer \u2192
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\n My Business Has Hit a Growth Ceiling \u2192
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\n I'm Taking Over a Business \u2192
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<\/div>\n
Transfer Track<\/div>\n<\/p><\/div>\n
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Your business should be worth what it deserves \u2014 not what a buyer wants to pay.<\/h2>\n

Most SME owners discover too late that their business is not transferable as-is. Not because it isn't profitable \u2014 but because it depends entirely on them.<\/p>\n

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\u201cI had 3 years to prepare my exit. At the end of the diagnostic, I realized I needed 5. Better to know now.\u201d<\/p>\n

\u2014 Owner, Industrial SME, Vaud<\/div>\n<\/p><\/div>\n
\n Every month without preparation<\/strong> = value that evaporates.
A buyer discounts what they don't understand.\n <\/div>\n<\/p><\/div>\n
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What You're Probably Experiencing:<\/h3>\n
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!<\/div>\n
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Your departure would create immediate instability<\/div>\n
Clients, suppliers, team \u2014 everything revolves around you. A buyer sees the risk immediately.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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Your processes are not documented<\/div>\n
Know-how lives in people's heads, not on paper. A buyer can't take over what they don't understand.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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Valuation is difficult to justify<\/div>\n
You know your business is worth more than the raw numbers \u2014 but you can't prove it.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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Your team is not ready for autonomy<\/div>\n
Without you, decisions pile up. Your managers don't yet have the standing to run the business on their own.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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You don't have a clear succession plan<\/div>\n
Who takes over what? Who is capable of what? These questions have remained unanswered.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
Start with a Transferability Diagnostic\u2122 \u2192<\/a><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/section>\n

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Growth Track<\/div>\n<\/p><\/div>\n
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What You're Probably Experiencing:<\/h3>\n
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!<\/div>\n
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You're still the decision-maker on almost everything<\/div>\n
Every important decision escalates to you. You are the bottleneck in your own business.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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Your managers are burning out or lacking leadership<\/div>\n
They do the work, but struggle to take initiative, manage conflict, or run things without you.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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Growth has slowed despite a solid market<\/div>\n
You have the clients, the expertise, the potential. But the organizational structure can't keep up.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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You can't truly delegate<\/div>\n
You try, but you take it back. Not from lack of trust \u2014 from lack of structure to support delegation.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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You want to think strategy, not manage day-to-day<\/div>\n
Your added value is not in operational meetings. But you can't get out of them.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
Assess My Organization Now \u2192<\/a><\/div>\n<\/p><\/div>\n
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80% of SMEs stagnate not from lack of market \u2014 but from lack of structure.<\/h2>\n

The ceiling you feel is not related to your sector or your offering. It comes from an organization that hasn't evolved at the same pace as the business.<\/p>\n

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\u201cIn 6 months, I got back 2 days a week. My team handles it. I finally think strategy.\u201d<\/p>\n

\u2014 Owner, Service SME, Geneva<\/div>\n<\/p><\/div>\n
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\u00d73<\/div>\n
impact when an owner steps out of operations<\/div>\n<\/p><\/div>\n
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6\u201318<\/div>\n
months to build a scalable organization<\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/section>\n

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Takeover Track<\/div>\n<\/p><\/div>\n
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Does the business you're acquiring stand on its own without its former owner?<\/h2>\n

Internal takeover (MBO, succession to a non-founder) or external acquisition \u2014 you're committing your money, your reputation, and often several years of your life to an organization you don't yet know from the inside.<\/p>\n

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\"I was sold a profitable business. Nobody told me everything depended on one person \u2014 who left the following month.\"<\/p>\n

\u2014 External buyer, Industrial SME<\/div>\n<\/p><\/div>\n
Our diagnostic plays the role of a due diligence process<\/strong> \u2014 organizational and human, where traditional audits stop at figures and legal matters.<\/div>\n<\/p><\/div>\n
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What You're Probably Experiencing:<\/h3>\n
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!<\/div>\n
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You inherit undocumented decisions<\/div>\n
The know-how stayed in the former owner's head. You have to reconstruct it while the business keeps running.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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Your legitimacy is not yet established<\/div>\n
Without the founder's \u201cnatural\u201d authority, every decision has to be earned in front of long-standing teams.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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You don't yet know what you've really bought<\/div>\n
The reported profitability can hide a total dependency on the former owner \u2014 invisible in the numbers.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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The countdown has already started<\/div>\n
Suppliers, clients, and your team are watching your first 100 days. A structural misstep shows quickly.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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!<\/div>\n
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You don't have a plan for the first 100 days<\/div>\n
Taking over isn't just about signing \u2014 it's knowing exactly where to start the very next day.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n
Start with a Buyer's Express Assessment \u2192<\/a><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/section>\n

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Sequential Methodology<\/div>\n

Three Phases. One Logical Progression.<\/h2>\n

Each phase produces concrete deliverables. You can stop at any stage \u2014 the results are yours to keep. Each step builds on the last.<\/p>\n<\/p><\/div>\n

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Phase 0 \u2014 Quick Entry<\/div>\n

Express Assessment<\/h3>\n<\/p><\/div>\n
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A first framing session of 2 to 3 hours to identify key priorities and assess whether deeper engagement is warranted. Ideal for testing the approach.<\/p>\n

\n \u2713 Structured interview 2\u20133h<\/span>
\n \u2713 Summary of critical points<\/span>
\n \u2713 Next-step recommendation<\/span>\n <\/div>\n<\/p><\/div>\n
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CHF 2\u2019500 \u2013 3\u2019500<\/div>\n

Get Started \u2192<\/a><\/div>\n<\/p><\/div>\n

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Phase 1 \u2014 Diagnostic<\/div>\n

Transferability Diagnostic\u2122<\/h3>\n
\n Transfer<\/span>
\n Growth<\/span>
\n Buyer<\/span>\n <\/div>\n<\/p><\/div>\n
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A comprehensive 3\u20134 week audit to assess the reality of your organization. Maturity score, risk mapping, 90-day action plan.<\/p>\n

\n \u2713 Human audit & owner dependency<\/span>
\n \u2713 Organizational & process audit<\/span>
\n \u2713 Management & KPI audit<\/span>
\n \u2713 Score out of 100 + risk mapping<\/span>
\n \u2713 Prioritized 90-day action plan<\/span>
\n \u2713 Deliverables: full report + debrief<\/span>\n <\/div>\n<\/p><\/div>\n
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CHF 3\u2019000 \u2013 4\u2019500<\/div>\n

Learn More \u2192<\/a><\/div>\n<\/p><\/div>\n

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Phase 2 \u2014 Strategy<\/div>\n

Valuation Plan\u2122<\/h3>\n
\n Transfer<\/span>
\n Growth<\/span>
\n Buyer<\/span>\n <\/div>\n<\/p><\/div>\n
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Based on the diagnostic, the transformation roadmap: the 5 critical workstreams, measurable milestones, a realistic timeline \u2014 tailored to your exit or growth objective.<\/p>\n

\n \u2713 Prioritization of 5 critical workstreams<\/span>
\n \u2713 Definition of key roles & successors<\/span>
\n \u2713 6\u201318 month roadmap with milestones<\/span>
\n \u2713 Progress indicators<\/span>
\n \u2713 Aligned with transfer or growth objective<\/span>
\n \u2713 Internal communication plan<\/span>\n <\/div>\n<\/p><\/div>\n
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CHF 5\u2019000 \u2013 8\u2019000<\/div>\n
Often integrated into Phase 3<\/div>\n

Learn More \u2192<\/a><\/div>\n<\/p><\/div>\n

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Phase 3 \u2014 Transformation<\/div>\n

Structured Business Program\u2122<\/h3>\n
\n Transfer<\/span>
\n Growth<\/span>
\n Buyer<\/span>\n <\/div>\n<\/p><\/div>\n
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The full 6\u201318 month engagement. We transform in depth: roles, teams, leadership, processes, and management. The owner steps out of daily operations.<\/p>\n

\n \u2713 Team structuring & role clarification<\/span>
\n \u2713 Building manager autonomy<\/span>
\n \u2713 Management rhythms & rituals<\/span>
\n \u2713 Process clarification & documentation<\/span>
\n \u2713 Owner coaching (letting go)<\/span>
\n \u2713 Monthly follow-up on defined objectives<\/span>\n <\/div>\n<\/p><\/div>\n
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from CHF 4\u2019500\/month<\/div>\n

Learn More \u2192<\/a><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/section>\n

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Alternative Format<\/div>\n

Humanae Partners MasterClass<\/h3>\n

For leaders and buyers who want to understand the issues before committing to a program. Group or in-house sessions on business transfer, takeover, structuring, and leadership.<\/p>\n<\/p><\/div>\n

View MasterClass Sessions \u2192<\/a><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/section>\n

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Where to Start?<\/h2>\n

A 30-minute conversation is enough to clarify your situation and identify which phase is most relevant for you \u2014 no commitment required.<\/p>\n

Schedule a Free Consultation \u2192<\/a><\/div>\n<\/section>\n

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