Founders facing an exit. Leaders facing transitions
How to make the right decision when it matters the most, despite uncertainty ?
My bespoke approach to decision-making is grounded in analytic listening and shaped by twenty years of experience in high-stakes negotiations.
Discover a bespoke decision-elaboration approach,
designed for complex, high-stakes situations, where decisions cannot wait, even in the face of major uncertainty.
A space of trust, strictly confidential, for decision-makers facing a defining decision at a moment of tension, transition, or profound change.
Because some decisions engage far more than a choice, the presence of an executive counsellor changes how the decision is held.
French, English, Italian
When certain decisions no longer hold, what is really at stake?
A deal-maker trained in psychoanalysis, I step in where something gets stuck.
These are moments I have personally been through.
Rosa Bellei
Executive Counsellor & Sparring Partner
What grounds my practice
An international deal-maker for over twenty years, I have been directly involved in some of the most sensitive moments in the life of organizations, working alongside leaders, heirs, founders, shareholders, and investors when decisions carry long-term consequences.
I have structured and executed major cross-border transactions in the luxury, beauty, and creative industries, for both privately held companies and international groups.
This intimate knowledge of decision-making under governance pressure is what grounds my executive counseling practice.
« During a period of great uncertainty, I found here a space where a decision could finally take shape, without pressure or solitude. »
— S.G., international executive
Testimonials
« In a moment of extreme responsibility, I found in Rosa an expert presence — consistently available, steady, and deeply reassuring. I was no longer alone in holding my decisions. »
— V.B., majority shareholder of an industrial group
Rosa Bellei, Executive Counsellor
My work is grounded in four inseparable dimensions:
A strategic and operational understanding of governance situations, shaped by more than twenty years of experience in M&A and high-stakes negotiations.
A nuanced reading of the inner dynamics at work in moments of transition, informed by neuroscience and Theory U as developed at MIT (U-Lab: Leading from the Emerging Future), with sustained attention to governance issues.
A confidential and trusted space, free from any conflict of interest, where speech is not absorbed by the deal, set apart from political dynamics and performance-driven logics.
An analytic listening, attentive to what remains unsaid and yet shapes the decision. An unwavering presence, during sessions, between them, and in interactions with third parties.
You have crossed a threshold.
The decision is made; and it holds, despite uncertainty.
Beyond the situation addressed, something has shifted durably in the way you decide.
It is no longer a method.
It is a posture.
You do not leave with a decision alone.
You leave with a way of deciding that will serve you for a lifetime.
A place for transformation, when the stakes are high.
By application only