The CEO holds everything together
Chasing status updates and following up on open points takes up a lot of personal time.
Abexis Virtual Management Office
Additional management capacity.
Without an additional management position.
External management support for the CEO and executive team. We prepare decisions and coordinate the delivery of your most important initiatives.
Flexibly integrated. With a clearly agreed mandate.
The topics are being worked on. But who keeps the overall picture together? When important initiatives run in parallel, someone needs to clarify dependencies and follow up on agreed actions. The Abexis Virtual Management Office takes on this task together with your executive team.
Typical situation
Many initiatives. Limited management capacity.
An ERP implementation is under way, sales needs fresh momentum and a key position has to be filled. On top of that come investment decisions and questions about the use of AI.
The VMO suits SMEs whose executive team needs additional support with cross-functional steering. Existing departments remain involved.
Initiatives compete for capacity
The same key people are needed in several initiatives at once.
Decisions remain open
The basis for deciding is missing or responsibilities are not sufficiently clear.
Actions lose their commitment
Resolutions are passed, but progress and completion are not consistently visible.
Our mandate
We relieve the executive team of coordination work and follow up on what has been jointly agreed.
Scope of services
Six building blocks for reliable steering.
We connect existing information into one shared management overview. Scope and depth depend on your needs and the agreed mandate.
The VMO uses existing reports and systems. This keeps metrics and responsibilities anchored where the business responsibility lies.
01Management agenda
Together with the executive team, we focus on up to five corporate priorities. We record the desired target state and make visible what is deferred in favour of these priorities.
Per priority: goal and measure, owner, deadline and status.
02Initiatives and project portfolio
Strategic initiatives are managed in one shared overview. We clarify their contribution to the priorities and highlight dependencies and bottlenecks in internal capacity. The expected benefit is reviewed over time.
Per initiative: benefit, budget, milestones and ownership, plus capacity, risks and dependencies.
03Decision management
We consolidate open decisions and prepare the required basis. Options and a recommendation help the responsible person or body to decide. The consequences of postponing become visible.
Per decision: decision authority, required inputs and deadline, plus resolution and follow-up tasks.
04Risks and actions
We structure the risks relevant to management and discuss their assessment with the owners. Actions are assigned an owner and a deadline. Critical changes are escalated according to agreed rules.
Per risk: likelihood and impact, risk owner, actions, deadlines and trend.
05Management cockpit
The executive team receives a compact overview of selected metrics and required action. We align definitions and data sources with the business owners. Deviations from targets are shown with their trend.
Per metric: definition, data source, owner, target and actual value, plus currency and trend.
06Delivery tracking
We track agreed actions and address blockers with the owners. We also look at organisational prerequisites such as clarified roles or required training. Completed actions are closed against the agreed outcome.
Per action: outcome, owner, deadline and status, plus blockers and proof of completion.
CEO Management Cockpit
Illustrative structureBusiness performance
Revenue and order intakeTarget / actual / trend
Margin and liquidityDeviation / action needed
Priorities and initiatives
ERP implementationRed · Clarify testing capacity
Sales developmentAmber · Follow up on action
Risks and capacity
Key risksChange / countermeasures
Staffing bottlenecksImpact / ownership
Which decisions does the executive team need to take now?
Example without client data. Metrics and content are defined for each company.
Your result
One page for what matters.
The monthly management cockpit condenses management information. It shows where a decision or intervention is required. The details remain in the underlying overviews.
Less coordination effort for the CEO
Current information is gathered from the people responsible.
Traceable decisions
The need for decisions and the required basis are clearly visible.
Committed follow-up
Agreed actions have clear owners and deadlines.
One shared picture
The executive team discusses progress and bottlenecks on the same basis.
Engagement models
As much support as your company needs.
The models differ in the intensity of support. We agree on the topics covered and the specific scope of services within the available time budget.
VMO Light
Management overview
Approx. 2 days per month
For an executive team that wants to review its key topics in a structured way every month.
- Management agenda and monthly cockpit
- Monthly review with CEO sparring
- Review of key risks
- Documentation of agreed actions
VMO Core
Active coordination
Approx. 1 day per week
For several initiatives that need regular cross-functional alignment.
- Everything in VMO Light
- Maintaining the initiative and project portfolio
- Decision overview and KPI tracking
- Preparation of agreed executive meetings
- Regular follow-up with the owners
VMO Executive
Extended staff function
Approx. 2 days per week
For CEOs and executive teams with increased coordination needs or a comprehensive change agenda.
- Everything in VMO Core
- In-depth support for transformation initiatives
- Management workshops and steering committees
- Coordination of external partners within the agreed scope
- Preparation of documents for the board of directors
Time figures are indicative. Scope and depth are defined in the mandate. VMO Light requires current data and status reports from the client. Dedicated project leadership is agreed explicitly and either planned within the time budget or commissioned separately.
Our role
Close to the executive team. With clear responsibilities.
Abexis works with your leadership team as external management support. The mandate provides the basis for gathering information and following up on agreed actions.
At the start, we clarify decision paths and how we work with existing functions.
Abexis coordinates and prepares
We condense information, prepare decisions and follow up on agreed actions.
The executive team decides
Corporate decisions remain with the responsible people or bodies. Any further authority is agreed explicitly.
Departments own delivery
Line management and business responsibility remain within the company. Specialist reviews are commissioned separately if needed.
Existing functions are involved
The VMO works with controlling and project owners and uses existing reports and systems.
VMO management setup
Start with a workable overview.
Within about two calendar weeks, we work with you to create an initial management overview and agree the steering rhythm. This requires available information and the involvement of the executive team. The actual effort depends on the starting situation.
- 01
Clarify the mandate
We discuss the situation and define the topics covered and responsibilities.
- 02
Connect information
We review existing reports and clarify data sources and open information gaps.
- 03
Build the steering
We create the agreed overviews for priorities and initiatives as well as risks and decisions.
- 04
Review together
We discuss the first overview and agree the rhythm of further collaboration.
After the setup, you decide whether to continue the steering internally or engage Abexis for ongoing support.
Discuss the setup ↗FAQ
Frequently asked questions
The mandate is shaped by your organisation and the topics where support is actually needed.
Next step
Where does your executive team need relief?
In a non-binding conversation, we clarify your situation and the right scope of support.