Sparring Partner

Turn your sparring into play - but always play seriously. 

Bruce Lee

Based on my multiple operational experiences (lawyer, investment banker, team manager, investor and member of management committees), as a sparring partner, I work with and challenge entrepreneurs, managers and their management committees with pragmatism and a constructive approach, the establishment of the vision of their business project, as well as the definition and implementation of theirs solutions, growth and development plans.

Unlike an executive coach who takes a purist approach, the sparring partner offers suggestions, alternative options for action, feedback, and ideas.

The sparring partner acts as a training partner in simulating complex (high-stakes decision) or stressful situations (public speaking, communication, negotiation interviews, performance reviews) whose engagement or resolution can be significantly facilitated and improved by training. 

On the one hand, feedback from the sparring partner allows management to measure their strengths and competence areas to reinforce. On the other hand, it will enable management to develop greater confidence when faced with the prospect of the obstacle to be overcome.

Furthermore, by intervening as a contradicter – the devil’s advocate, or by taking the position of your negotiating partner, the sparring partner facilitates the consideration of new perspectives and the emergence of new solutions that are often more comprehensive and innovative.

As a sparring partner, my role is to enable the development of skills in dealing with issues, topics, and leeway for decision making and tailored actions. 

Training topics such as leadership, management culture, communication, strategy development, or strategic thinking are my preferred areas of intervention.



  • Definition
  • Alignment with corporate strategy
  • Objectives and Key Results (OKR)

Role play (simulation)

  • Communication
  • Managing Down / Up
  • Negotiation
  • Conflict Management

Decision making support

  • Review of the context and the problem from a systems approach
  • Review of the assumptions underlying the strategic decision
  • Identification of cognitive biases

Challenging situations

  • Training in contradiction
  • Identification of comfort / discomfort zones


  • Assessing and delivering constructive feedback
  • Exploring alternative options