Making execution manageable
Helping leadership teams and new COOs turn strategic priorities into a small set of executable initiatives with clear cadence and focus.
About
Dott. Mag. Gabriel Brandstetter, MA
Across strategy and transformation work, I’ve repeatedly encountered a familiar challenge: translating strategic intent into a clear and manageable execution agenda.
My experience in Strategy Office and transformation roles has involved working on prioritisation, sequencing, and establishing cadence so execution remains focused and progress becomes visible — particularly in complex, multi-initiative environments.
Stetter Advisory offers independent guidance, with a focus on helping organisations turn defined strategies into clear execution priorities and tangible results.
I combine a consultant’s toolkit with business sense from corporate HQ and site-side industry experience, with particular emphasis on translating strategic intent into executable agendas and practical execution rhythm.
I hold dual Master’s degrees—an MA in International Business & Law from MCI and a Dott. Mag (MSc) in Business Administration and Management (strategy specialisation, summa cum laude) from Università Carlo Cattaneo LIUC.
I hold further certificates in Corporate Strategy and Business Strategy from University of Illinois Urbana-Champaign (Gies), was recognised by Harvard Business School for my team’s work on the Austrian Green Tech Valley and actively engage in thought leadership. Discover more here: Insights
Where my work is typically relevant
1
From Strategy to Focused Execution
When strategic direction is clear, but execution lacks a clear operating rhythm, and operating governance, initiatives multiply, priorities compete, and it becomes harder to see where leadership attention is actually required.
The emphasis is on reducing initiative overload, clarifying what matters next, and establishing a simple execution cadence so progress and blockers are visible early.
This helps leadership teams to regain control over execution without redefining strategy or adding unnecessary structure.
2
Ensuring Strategic Focus & Clarity
Strategy design itself may need sharpening - in close collaboration with the CEO and wider executive team. While ambition and direction may be clear, priorities, trade-offs, or sequencing often remain insufficiently defined.
The focus is on clarifying strategic intent, forcing choices, and translating high-level direction into a small number of priorities that leadership teams can consistently execute against.
This provides a clearer reference point for leadership teams and reduces ambiguity before execution begins.
