When clarity alone is not enough.
I support CEOs, executives and leadership teams in demanding decision situations — not with ready-made answers, but by sharpening, ordering and making the decision process traceable. Responsibility stays where it belongs: with you.
Not every situation needs outside support. Some do.
My work begins where uncertainty, time pressure, conflicting goals, differing interests or unclear responsibilities make a good decision harder.
Conflict with escalation risk
When tensions can no longer be resolved internally and the dynamic keeps sharpening.
Several stakeholders with conflicting interests
When positions have hardened and no common ground is in sight.
A decision blocked despite analysis
When all the information is on the table, but no one takes the step.
A direction with real consequences
Strategy, transformation or leadership where a wrong move is costly and the internal view has narrowed.
What I do
I do not give subject-matter answers to your specialist problem. I make sure the right question is on the table and that the path to the decision holds. In concrete terms:
- sharpen the actual decision question
- separate assumptions from facts
- make criteria and trade-offs visible
- order perspectives and interests
- clarify accountabilities
- work out viable next steps
Why Marcus Kaliga
Since 2007 I have worked independently as a consultant, trainer and systemic business coach, supporting leaders, teams and organisations. Before becoming self-employed, I spent twelve years as an employee in large corporate and consulting environments — among them Deutsche Telekom, T-Systems, Siemens AG and PricewaterhouseCoopers. That experience still shapes my work today: I know complex organisations not only from the outside as a consultant, but also from within.
My work combines corporate and consulting experience with systemic sparring, leadership development, personality assessment and AI-supported decision logic.
Formats
1:1 sparring for CEOs
Personal & confidential
Clarity on the situation, the options and the next step — for decision-makers who want to think something through.
Moderated decision spaces
Leadership team
Structured support for groups with conflicting interests or a blocked decision.
Executive session on a single question
Focused
One concrete strategy, leadership or transformation decision, sharpened together.
CLARA Decision Review
For critical decisions
Structured, verifiable preparation of an important decision. The decision itself stays with you.
Experience from practice
What this looks like in practice — anonymised, because discretion is part of the work:
Hospital IT
Cultural change and closer collaboration between IT and medical departments.
Mechanical engineering
Value-based leadership across a sales organisation of around 200 managers.
Chemical industry
Cultural integration of two sales organisations after an international merger.
AI, CLARA and decision accountability
One focus of my work is how leadership teams can use AI sensibly in decisions — without handing judgement, traceability and responsibility over to a tool. For this I am developing CLARA Decision Governance, an approach that makes critical decisions more structured and more verifiable.
AI orders and structures. People decide.
What it is not.
- Not a subject-matter answer machine for every specialist problem.
- Not a motivational coach.
- Not merely a facilitator.
- Not a method seller.
- Not an AI consultant who offloads responsibility onto tools.
When a decision is stuck.
A first conversation is confidential, non-binding and serves only one purpose: to clarify whether and how I can be useful.