Executive advisory · Leadership sparring · Growth · Transformation · Profitability
For leaders carrying real responsibility.
I advise owners, boards and CEOs on growth, transformation and profitability. Combining strategic clarity with operating accountability and leadership sparring, I help leadership teams make better decisions and execute with discipline.
Andreas Kohn
Former Nike Executive
C Level Executive
Board & Executive Advisor
Executive profile
Advice grounded in operating accountability.
I advise from more than 25 years of executive leadership across sporting goods, retail and sports-tech, with full P&L accountability and a track record of scaling, transforming and stabilising complex organisations.
My work sits at CEO and board level. As a former Nike executive, I combine executive advisory with leadership sparring, bringing independent judgement to complex decisions and demanding leadership situations.
This perspective allows me to move between strategic direction and operational detail without losing sight of economics, accountability and execution.
Where I create value
Two commercial contexts. One integrated perspective.
I work with brands and retailers facing different market realities but the same leadership challenge: turning customer relevance and commercial complexity into scalable, profitable performance.
For Brands
Turning strong products into a focused, scalable and profitable brand business.
- Clear positioning and portfolio choices
- Scalable market, channel and partner model
- Stronger demand, margin and execution
For Retailers
Turning customer reach and commercial complexity into a differentiated and productive retail model.
- Relevant customer, category and assortment choices
- Integrated store, digital and marketplace model
- Stronger productivity, margin and capital efficiency
How I support organisations
I focus leadership attention on four priorities.
Strategic direction and critical decisions
Independent challenge on direction, governance, priorities and critical calls at ownership, board and CEO level.
Growth reset and transformation
Identify barriers, make clear choices and align the transformation agenda around sustainable growth and profitability.
Commercial operating model
Translate strategy into portfolio priorities, channel roles, pricing, planning, KPIs and clear accountability.
Leadership alignment and execution
Clarify responsibilities, decision rights and operating cadence to accelerate execution and measurable progress.
When I create the greatest value
The most relevant mandates begin with a critical business decision.
Growth is slowing or stretching organisational capacity
Growth has lost momentum, is falling short of expectations, or has reached a scale the organisation is not yet equipped to sustain.
Profitability is under pressure
Revenue is growing, but margins, inventory, complexity, customer acquisition or channel economics are weakening performance.
The market proposition lacks clarity
Consumers, customers, retail partners or internal teams no longer have a clear understanding of where the business should win.
Portfolio, channels and markets need prioritisation
Products, categories, wholesale, D2C, stores, marketplaces or international expansion require clearer roles and investment choices.
Strategy lacks clarity or fails in execution
Strategic choices are not sufficiently defined, priorities remain open, or unclear ownership and weak operating cadence prevent measurable progress.
A high-stakes decision has no obvious answer
Growth choices, capital commitments or leadership changes require judgement beyond the existing decision frame.
Executive depth
Experience across the full commercial system.
My judgement draws on six connected disciplines that determine whether commercial strategy becomes scalable, profitable performance.
General management and P&L
Enterprise strategy, portfolio choices, resource allocation, governance and performance across markets and channels.
Brand, consumer, product and category
Positioning, customer relevance, portfolio architecture, category priorities and the choices that create demand.
Go to market, sales and strategic accounts
Market and channel models, wholesale, partner strategy, sales leadership and strategic account development.
D2C, e-commerce, marketplaces and omnichannel
Connected customer journeys, digital economics, platform models, CRM and channel integration.
Pricing strategy, profitability and capital efficiency
Strategic management of pricing, trade terms and margins, with a clear focus on channel profitability, inventory productivity and working capital.
Organisation, planning and performance
Organisation design, forecasting, commercial KPIs, decision frameworks, performance reviews and operating cadence.
Engagement types
I work in clearly defined roles, aligned with the phase and decision context.
Board and advisory mandates
Independent perspective, strategic challenge and experienced judgement at ownership and board level.
Executive advisory and leadership sparring
Confidential sparring with CEOs, founders and senior leaders on strategy, commercial leadership, organisation, decision-making and performance.
Interim and transition mandates
Temporary CEO, CCO or GM responsibility in transition phases when full decision ownership is required.
Project and transformation mandates
Clearly scoped growth, commercial transformation, restructuring or operating model work with outcome-oriented execution.
Let’s talk
A discreet conversation is usually the right starting point.
For executive advisory, leadership sparring, brand growth, retail transformation, interim leadership or commercial transformation mandates, contact me directly.
andreas@kohn-consulting.at