Founders facing an exit.
Leaders facing international transitions.
How to make the right decision when it matters most?
My bespoke approach to decision-making is grounded in analytic listening and shaped by over twenty years of experience in M&A and high-stakes negotiations.
Discover a bespoke decision-elaboration approach, designed for complex, high-stakes situations — including when external events require rapid action, with no margin for error.
A space of trust, strictly confidential, for decision-makers facing a defining decision at a moment of tension, transition, or profound change.
Because some decisions engage far more than a choice, the presence of seasoned mentor changes how the decision is held.
French, English, Italian
Some decisions are not simply made. They are elaborated.
Rosa Bellei
When governance changes, the decision becomes an inner matter
When everything is being replayed at once — strategy, posture, personal history, symbolic stakes — maintaining the inner clarity needed to decide rightly becomes difficult.
I work alongside leaders facing critical decisions.
At this point, success depends less on analysis than on the inner stance from which the decision is taken.
What grounds my practice
An international deal-maker for over twenty years, I have been directly involved in some of the most sensitive moments in the life of organizations, working alongside leaders, heirs, founders, shareholders, and investors when decisions carry long-term consequences.
I have structured and executed major cross-border transactions in the luxury, beauty, and creative industries, for both privately held companies and international groups.
This intimate knowledge of decision-making under governance pressure is what grounds my executive mentorship practice.
« During a period of great uncertainty, I found here a space where a decision could finally take shape, without pressure or solitude. »
— S.G., international executive
« In a moment of extreme responsibility, I found in Rosa an expert presence — consistently available, steady, and deeply reassuring. I was no longer alone in holding my decisions. »
— V.B., majority shareholder of an industrial group
What makes my approach distinctive
My work is grounded in four inseparable dimensions:
A strategic and operational understanding of governance situations, shaped by more than twenty years of experience in M&A and high-stakes negotiations.
A nuanced reading of the inner dynamics at work in moments of transition, informed by neuroscience and Theory U as developed at MIT (U-Lab: Leading from the Emerging Future), with sustained attention to governance issues.
A confidential and neutral space, where speech is not absorbed by the deal, and where decision-makers can recover the inner clarity that guides essential decisions.
An analytic listening, attentive to what remains unsaid and yet shapes the decision.
A strictly confidential and neutral space to work through what cannot be said anywhere else.
A place for words, when the stakes are high.
By application only