What the process is designed to do and what to do about it

Inside the Restructuring

The complete framework for navigating a restructuring or redundancy at Director, VP, or MD level. From the first signal to your next move, sequenced correctly.

Seven self-paced modules. One private 30-minute situation read. An AI situation planner that builds a specific plan for wherever you are right now.

CHF 995

Key Details

Format: Seven Self-Paced Modules

1:1 with Lisa: 1 x 30 minute situation read

Personal AI situation planner

First 72 Hours Guide

Immediate Access

Price: CHF 995

LISA MAYER

The person who designed the process you are navigating.

I have been inside calibration rooms where promotion decisions were made before anyone called them final. I have sat in retention conversations for people who had already decided to leave. I have designed the redundancy processes, written the communication templates, and structured the settlement terms that senior professionals are now on the receiving end of.

I left UBS on my own terms eighteen months after the merger. Not during the chaos. After it, when the situation was clear and the timing was right. That experience, combined with everything I observed from the inside, is what this programme is built from.

Background

• Head of Technology Reward, UBS

• Head of Technology HR, Credit Suisse through time of CS/UBS merger

• Ran executive calibration and compensation committees

• Designed redundancy programmes and retention strategy at scale

• Founder, Next Position Advisory

WHO THIS IS FOR

If your organisation is restructuring, this is built for you.

At Director, VP, or MD level, a poorly navigated restructuring does not just cost you a job. It costs you deferred compensation, bonus cycles, reference terms, and the negotiating position you carry into your next role. The stakes are high enough to warrant getting the picture right.

This programme is for people who want the read from inside the process, not advice from someone who has observed it from the outside.

Exit confirmed, terms to negotiate

The standard offer is on the table.

You need to know what is actually negotiable and how to approach it before you sign anything.

Retained but repositioning

You survived. The relief is real.

The new structure is forming and the decisions that matter are happening now.

Out the other side

The process is behind you.

You need to move deliberately, not under the pressure the process has created.

Watching and waiting

Something has shifted. No announcement yet.

You are reading the signals. You want to know what they mean and what to do before the formal process begins.

Announcement just made

You are in the first 72 hours.

The most consequential decisions happen now, before most people realise the window is open.

Inside the formal consultation

The process is running.

You need to understand what is actually happening, not what the official communication is designed to make you think is happening.

THE PROGRAMME

Seven modules. Start where you are.

The modules follow the restructuring journey in sequence, but you do not have to start at Module 1. Start at the module that matches where you are right now.

01

Reading the Signals

How to assess your actual position before anything is formally announced. The signal framework. What distinguishes ambient uncertainty from structural risk specific to your role. What to do, and what not to do, while you are still watching and waiting.

02

The First 72 Hours

What the announcement stage determines. What is irreversible in the first week. What the organisation is managing that it will not tell you directly. What to have ready before the first formal meeting. How to buy time without signalling anything. Includes a downloadable printable checklist.

03

Positioning Inside the Process

What happens between announcement and outcome. How decisions are actually made during this period. The difference between being valued and being protected. When to stop pushing internally and start preparing externally.

04

When the Outcome Becomes Clear

The three paths that emerge and what is still negotiable at each one. Why the outcome communication is not the end of the process. It is the opening of a negotiation window most people do not recognise as such.

05

What Is Actually on the Table

What is negotiable when exit terms are presented. Severance, deferred comp, bonus treatment, garden leave, reference terms, non-disparagement. How to sequence the asks. When to involve a lawyer. The holding position for the first meeting.

06

If You Are Retained: Positioning in the New Structure

What survival in a restructuring actually means. How the first 90 days determine your position before any formal review. The org chart is not the power map. When retention is not what it appeared to be, and what to do about it.

07

Your Next Move, Sequenced Correctly

The specific pressure a restructuring creates and why it distorts decision-making. How to frame the departure in the first external conversation. Protecting the compensation anchor. Evaluating offers with stricter criteria, not looser ones.

YOUR PRIVATE SESSION

Your 30-minute situation read

One private session with Lisa Mayer, bookable at any point within six months of enrolment. This is not coaching. It is a direct read on your specific situation: where you actually stand, what the real options are, and what the most rational next move is.

AI PERSONAL SITUATION PLANNER

The personal situation planner

An AI tool built on the same framework as the course. You describe your situation, it asks the questions that matter for your specific stage, and produces a personal plan: what to do, in what order, who to speak to, and the scripts for the conversations that are most important right now. Run it as many times as you need as your situation develops.

WHAT THIS ADDRESSES

The mistakes that cost the most at this level.

Mistake 01

Treating the first offer as the only offer

The standard redundancy package is a starting position. At senior level there is almost always room above it. Most people never find out because they did not know to ask.

Mistake 02

Confusing a manager who values you with one who can protect you

Goodwill is not leverage. The people who got protected were the ones whose value was visible to the decision-makers directly.

Mistake 03

Waiting for certainty before preparing

Restructuring processes are designed to maintain ambiguity for as long as possible. Waiting for a clear answer is itself a decision.

Mistake 04

Accepting the wrong next role under pressure

The pressure a restructuring creates pushes people toward the first available option rather than the right one. Evaluating an offer under these conditions requires stricter criteria, not looser ones.

Mistake 05

Not knowing what is actually negotiable

Deferred comp treatment, bonus timing, garden leave terms, reference framing. Each of these has a range. Most people do not know to ask.

Mistake 06

Misreading survival as security

Being retained is an administrative outcome. The new structure forms around you and the decisions that determine your place in it are happening before most people register the observation period has started.

QUESTIONS

What you might want to know.

I am not in a restructuring right now. Is this still useful?

Module 1 is specifically for people who are watching for signals before anything is announced. If something has shifted in how you are being managed, who is in meetings, or how your function is being discussed, that is the right moment to read it. Most people who navigate restructuring well started preparing before the formal process began.

I am already in the middle of a process. Is it too late?

No. Start at the module that matches where you are. If you are in formal consultation, start at Module 3. If exit has been confirmed, start at Module 5. The content is designed to be useful at any stage.

How is this different from speaking to an employment lawyer?

A lawyer reviews what you have been offered and advises on your legal rights. This programme covers the strategic layer: how decisions are made before anything is formally documented, what is actually negotiable, and how to approach each conversation. Module 5 specifically covers when to involve a lawyer and at what stage.

What is the 30-minute situation read and how does it work?

It is a private session with Lisa Mayer, bookable at any point within six months of enrolment. You bring your specific situation. The session is a direct read on where you actually stand, what the real options are, and what the most rational next move is. It is not coaching. It is an advisory read, the same format as a Decision Call, included in the programme price.

My situation is moving quickly. Should I do the programme or book a call?

If you are in the first 72 hours or a key decision is imminent, start with Module 2 or Module 5 immediately and book the 30-minute situation read as soon as possible. If the situation requires more sustained support, the Decision Call is the right starting point and credits toward any engagement booked within 7 days.

Is this relevant outside Switzerland and the UK?

The strategic framework applies wherever large organisations run formal restructuring processes. The specific legal references are drawn from Swiss and UK practice. The negotiation principles and process dynamics are the same in other jurisdictions. The module notes where professional legal advice is relevant.

Inside the Restructuring

The complete framework for navigating a restructuring or redundancy at Director, VP, or MD level. From the first signal to your next move, sequenced correctly.

Seven self-paced modules. One private 30-minute situation read. An AI situation planner that builds a specific plan for wherever you are right now.

CHF 995

Want to discuss your personalised situation?

If your prefer to discuss directly, go ahead and schedule a decision call directly.

Not sure where to start?

If your situation isn't listed, that doesn't mean I can't help. Senior career decisions rarely fit neatly into one box. Email lisa@nextpositionadvisory.com or schedule a clarity call. I'll tell you honestly whether anything I offer is relevant.

Hope is not a strategy. Positioning is.