When conflict, failure or sudden tension begins to affect people, operations and trust, we help to quickly clarify the situation, stabilize the most critical points and set a clear course of action. We work objectively, discreetly and with respect for the fact that the acute phase requires a different rhythm than a regular consulting project.
A crisis often doesn't manifest itself as just one problem. Open conflict can mask unclear competencies, project failure, long-overlooked risks, the departure of a key person, and the organization's dependence on a single role.
The first step is to determine what needs to be protected immediately, which decisions cannot be postponed, and which questions should be left open until more reliable evidence becomes available.
Distinguishing organizational topics from situations that belong to rescue, health, security or legal professionals
Clarity about who makes decisions, who prepares the groundwork, who takes action, and where it escalates
Conditions for a substantive conversation without humiliation, pressure, and unnecessary public escalation
Critical activities, interim measures, missing roles, and dependencies that need to be maintained
True and adequate information in the right order, without premature promises and contradictory messages
The service is suitable for people who are responsible for stabilizing the organizational situation and need an independent framework for initial decisions.
The tension is being transferred to work and normal management attempts are no longer creating a shift.
Dependencies need to be mapped, responsibilities redistributed, and critical information secured
Trust is declining and a safer conversation format and clearer topics need to be prepared.
Immediate priorities, step owners, a communication regime, and a boundary between recovery and analysis are needed
Facts, decisions, and internal and external communication must be coordinated without trivializing
A short intensive input can narrow the decision field and restore the work rhythm
The value of the service lies in restoring conditions in which reality can be assessed, decided upon and acted upon with less risk of further harm.
A more shared picture of immediate issues, open questions, and missing information
Less risk of making decisions based only on the loudest interpretation or unverified news
Clearer ownership of actions, decisions, execution, and escalation
Limiting conflicting messages, further hurt, and unintentional escalation
Protecting critical operations and temporary solutions while working on deeper causes
Space for post-crisis analysis, adjustment of processes, competencies, culture and preparedness
The delivery may consist of a single working material or a complete package of materials. The exact format, level of detail and delivery method will be agreed upon before the start of the paid work.
Facts, open questions, groups, risks, dependencies and topics for specialized assessment
Priorities for the first hours or days, step owners, deadlines, and communication tasks
Mandates, preparation of documents, execution, information and escalation
Stakeholders, information needs, sensitive topics, channels, FAQs and management documents
Rules, temporary measures, commitments, boundaries, open points and control of the agreement
Causes, lessons learned and adjustments to processes, competencies, communication and readiness
Not every assignment requires all phases to be covered in the same depth. We will adjust the scope to the importance of the process, the available evidence, and the decisions that are to follow up on the output.
We will obtain basic information free of charge, verify the suitability of the service and agree on the documents for the offer. No professional output is created during the interview.
Facts, risks, service boundaries, contact persons, confidentiality, work mode and escalations
Urgent measures, critical activities, temporary responsibilities and communication minimum
Priorities, options, risks, decision points, step owners and a short action plan
Facilitation, materials, manager support, communication and plan updates in the event of new facts
Handing over open topics, post-crisis evaluation and transition to longer-term work
For minor escalations, triage, facilitated conversation, and agreement may be sufficient. For larger crises, a coordinated framework for stabilization, communication, decision-making, and recovery is created.
Determining the type of situation, risks, authorized people and boundaries of organizational intervention.
Contains: entrance interviews, facts, risks, contacts, confidentiality and involvement of other expertise.
A shared working picture without premature judgment of guilt.
Contains: timeline, actors, dependencies, contradictions, hypotheses and open questions.
Limiting further damage and protecting critical operations.
Contains: emergency measures, temporary roles, critical processes, checkpoints and backups.
Clear decision-making and escalation mode.
Contains: owner, RACI, situational meetings, decision log, risks and rules for communicating decisions.
Safer conversation and temporary work arrangements.
Contains: preparation of parties, rules of contact, facilitation, topics, agreements, disagreements and monitoring of implementation.
Clarity, boundaries, and communication between people with decision-making responsibilities.
Contains: consultations, decision-making mirror, interview preparation, delegation and passing on bad news.
True, adequate and coordinated information.
Contains: stakeholders, news, ranking, channels, FAQ, approvals and updates.
Transforming experience into better preparedness and functioning.
Contains: after-action review, causes, lessons learned, process changes, scenarios and verification of measures.
It serves to obtain basic information and verify the appropriate form of cooperation. It does not produce any professional analysis, recommendations or written output.
The specific scope may consist of a process consultation, background study, diagnostic block, workshop, or first agreed output.
Planned block, nearest working date or specially agreed priority mode.
Conflict, role failure, operational failure, reputational event, or a combination of risks.
Actors, organizational units, management levels and external partners.
Safety, labor, data, customer or public impact.
Availability, quality and discrepancies in the evidence and the number of interviews required.
Review, separate interviews, facilitation or a series of situational blocks.
Situation map, action plan, decision log, communication, agreement or evaluation.
Short intervention, several-day review or subsequent stabilization work.
Time window, contact persons, updates and asynchronous capacity.
Travel, facilities, tools, translations and other agreed items.
Monthly support can follow up on a one-time analysis or help process owners make ongoing decisions. The specific agreement will determine the available capacity, authorized persons, method of sending documents, response time and rules for working beyond the scope
Meetings at agreed intervals help keep attention on the topic without unnecessary pressure.
In new situations, it is easier to distinguish what is a continuation of the chosen direction and what is a return to the old pattern.
To a certain extent, a question, experience, or basis for further reflection can be captured between meetings.
The development of the topic, decisions, and open questions remain understandable even during a longer process.
The Pepax library is being built as a growing professional knowledge base. It offers content layers for independent study and professional work; it does not replace individual consultation or processing of a specific client assignment.
For someone who wants to work on the topic of personal development between meetings or independently.
- in-depth texts about values, decision-making, boundaries and career transitions,
- practical methodological sheets and reflection questions,
- case scenarios and work instructions,
- materials for independent study and ongoing evaluation.
Why it may be worth it: It helps you stay in touch with the topic at your own pace and be more prepared to make further decisions.
For professionals who work repeatedly with the topics of development, decision-making or coaching conversations.
- methodologies and decision-making frameworks,
- coaching objective and employment contract templates,
- checklists for interim and final evaluation,
- work issues, ethical boundaries and safe work frameworks.
Why it may be worth it: It reduces the need to build a working structure from scratch each time and promotes consistent professional practice.
Neither L2 nor L3 include individual consultations, review of a specific document, personal recommendations, workshops, coaching, mentoring, or work on a specific assignment.
Clear boundaries help set realistic expectations and protect the usability of the outcome
We help create the documentation, framework and support, but ownership of the process and decisions about its operation remain with the organization.
A process map is useful when people understand it, roles are clear, and the design is linked to real decision-making, data, and systems.
Time, quality or costs can only be improved thanks to decisions, implementation and ongoing management on the client side
Collaboration requires adequate availability of people, documents, data, and a willingness to openly name the difference between formal procedure and practice.
Pepax combines business analysis, process management, organizational understanding, data science, and change experience to see a process not just as a diagram of steps, but as a living system of people, decisions, information, technology, and business consequences.
Naming the purpose, boundaries, causes, requirements, and links between processes
Understanding responsibility, collaboration, decision-making powers and the real capacity of people
Linking measurement, information needs and system support to the target way of working
Working with communication, feedback and conditions that allow the new process to be used in practice
Judging a process by the value it brings to the organization and its internal or external customers
Overview of services based on individual or corporate development through relationships.
Experienced leadership and active transfer of know-how to the company.
A partner for top management decision-making when expert input is also needed.
An initial interview will help verify whether coaching, mentoring, or another form of collaboration is appropriate for your situation.
Explanation of pricing tiers for one-time services, monthly support, and library access.
The way Pepax connects human understanding, structure, communication and practical decision-making.
An acute situation that disrupts decision-making, collaboration, operations, or trust and needs rapid managed input.
Not automatically. Priority or extended response mode must be specifically agreed upon and may not always be available.
The service works with organizational framework, roles, conflict, communication and operations. It does not replace clinical crisis intervention, psychotherapy, psychiatry or healthcare.
Situation map, action plan, decision matrix, communication framework, facilitation protocol or post-crisis evaluation.
The deadline depends on availability, type of situation, regime, and whether specialized rescue, health, safety, or legal steps are required first.
The initial interview lasts no more than 30 minutes and serves only to gain a basic understanding of the situation. It does not create a value proposition or professional output. The paid service includes preparation, facilitation, synthesis, and agreed materials.
The smallest professional block that already produces an agreed work or output. A broader program will be priced according to its scope.
Monthly support helps to use and improve the program. L2/L3 provide materials for independent work, not individual implementation.
The initial interview lasts no more than 30 minutes, is free of charge and serves to obtain basic information. It does not produce a professional output. After the interview, it will be clearer whether a smaller diagnostic block, a comprehensive process analysis or multi-phase cooperation makes sense.
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