[ ABOUT ]

Transformation Architect.

Strategy, Integration & Execution - grounded in Zürich, working with leadership teams across Europe.

Transformations rarely break down because the strategy was wrong. They get stuck because no one redesigned how the work actually gets done day to day.

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Andreea Stănescu in a navy coat in front of a blue door — Andreea StănescuFounder · Transformation Architect

[ WAY OF WORKING ]HOW I WORK WITH TEAMS

01IN THE ROOM

Working directly with teams.

I work alongside leadership and operational teams - in the room where decisions get stuck, where work passes between departments, and with the people carrying the work forward.

02PLAN AND PRACTICE

The plan has to work on a normal Tuesday.

Many transformations look sound on slides but struggle in execution. I bridge strategic intent and post-merger plans with how teams actually work day-to-day - combining governance, metrics, and systems coaching with clear decision rights.

03CAPABILITY TRANSFER

Leaving behind a team that doesn’t need me.

The goal is never ongoing dependency. I work alongside your people until the operating model, decision rhythms, and collaboration habits belong entirely to your internal team.

[ PRINCIPLES ]SIX PRINCIPLES I WORK BY

Six principles
I work by.

These are not slogans. They come from twenty years of watching transformations succeed for structural reasons and fail for avoidable ones.

A strategy is not an operating model.

Agreeing on direction in an executive session is straightforward; redesigning how departments collaborate and make decisions daily is the actual work.

Value is made or lost after signing.

The transaction is only the starting point. Real integration happens in the quiet months of aligning operations, systems, and people.

Pushback usually protects something real.

Teams rarely resist change for the sake of it. Often they are protecting delivery quality, customer relationships, or operational stability.

Running two jobs at once doesn’t work.

Leaders cannot run existing operations full-time while simultaneously redesigning the company without dedicated transformation architecture.

Someone inside already knows where things break.

The challenge is creating the structure and trust to surface those issues early enough to solve them.

A clean exit.

A successful engagement ends when your leadership and operational teams run the new model confidently on their own.

[ CREDENTIALS ]BACKGROUND & EXPERIENCE

Operating & Transformation Roles

Global Head of Transformation & Integration, Jungbunzlauer
Global Head of Transformation & Integration, Acino
Transformation and finance leadership, Sonova
Transformation and finance, Medtronic

M&A, Advisory& Finance

Ernst & Young (EY) - financial due diligence and business valuation
Wood & Company - investment banking & financial advisory
Chartered Certified Accountant (ACCA)

Executive Education & Certifications

The Loop Approach Fellowship - THE DIVE
Futures Studies & Foresight - CIFS
Driving Strategic Innovation - IMD
PROSCI Change Management
Organization & Relationship Systems Coaching - Competence

[ REFERENCES ]FROM COLLEAGUES, CLIENTS & EMPLOYERS

Andreea was instrumental in driving our recent post-merger integration with a major pharma company, hitting the ground running from day one. With a clear instinct for where to focus, she brought our subject matter experts and stakeholders into alignment while maintaining momentum using her ready-to-go integration templates.

I worked with Andreea on several integration and transformation/operational excellence projects. Andreea’s analytical and methodical approach was an invaluable contribution to the progress and successful conclusion of these projects. She is very pragmatic and proactive, always helping you to address issues from a new angle.

Andreea’s passion and expertise make her a standout leader in driving transformation programs. She goes beyond surface-level changes, focusing on understanding why change is needed and how to embed it within the organization.

If you are preparing an acquisition, restructuring an operating model, or need to unblock delivery, let’s talk.

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