Klear — Sound strategies. Delivered.

Where Klear creates value.

Engagements are interim, hands-on, and outcome-focused — typically 6 to 18 months. Mandates are scoped to the lever that matters most: profitability, exit readiness, integration, or operational reset.

— 01

Turnaround & Restructuring

Restore profitability in underperforming businesses. Diagnose, redesign, and execute restructuring plans that reduce fixed cost, rebuild commercial momentum, and strengthen cash position — without losing the team along the way.

— 02

M&A & Post-Merger Integration

Prepare owner-led businesses for strategic exit, or lead post-acquisition integration once the deal closes. Capture synergies, align operating models, and protect the value the deal was built on.

— 03

Operational Excellence

Lean manufacturing, zero-based thinking, complexity reduction, and Industry 4.0 enablement. Translate operational ambition into measurable margin — without breaking what already works.

— 04

Interim Executive Leadership

Step-in CEO, MD, or CFO mandates during transition, crisis, or scale-up. Senior bandwidth on day one, with the financial discipline and people-centered approach to lead through change.

Twenty-five years. Four continents. Numbers that moved.

A representative sample of recent engagements. Names are public; deal context and references are available on request.

2002 — 2023

Kokido · BWT Group

Strategic advisor · Chief Strategy Officer, BWT Group

Advisory · M&A · Integration

SituationEngaged with Kokido's founder since 2002 as a long-standing technical advisor — supporting engineering design, patent filings, and product development across two decades. When the founder began planning his retirement, the business — a US$25M robotic pool-cleaner manufacturer — needed to be readied for a strategic exit.

ActionPrepared the company for sale: optimized operations, advised the founder on valuation, and ran the buyer search — introducing him to private-equity and strategic acquirers. After BWT Group's acquisition, continued advising the founder; on his recommendation, was appointed Chief Strategy Officer at BWT to design and lead Kokido's integration into the pool division — aligning sales, operations, and product portfolios across the merged businesses.

8× EBITDA

Exit multiple delivered for the owner-led business

$25M → $50M

Revenue doubled in 24 months post-integration

Two decades

Trusted advisor — from product development to exit and integration

Circular knitting machine — Bekaert-Deslee

2013 — 2017

Bekaert-Deslee · Indonesia

Managing Director / Chief Commercial Officer

Manufacturing turnaround

SituationA 300-person Asian operation of a global bedding-textile manufacturer was loss-making at –US$335K EBIT, with an inefficient cost structure, underutilized plant capacity, and broken cross-functional collaboration across four regional sites.

ActionDesigned and executed a comprehensive restructuring: commercial realignment, lean manufacturing, and organizational simplification. Deployed a margin-recovery campaign and a bonded-warehouse strategy to free working capital. Rebuilt regional collaboration across 650 people in 3 countries.

–$335K → +$1.24M

EBIT swing in 18 months — 8% margin

40% · 20%

Commercial cost reduction · plant utilization gain

+20% margin

Gross margin expansion in 18 months

2017 — 2019

HRD Antwerp

Chief Commercial Officer / Managing Director

Service org · Restructuring · China entry

SituationAn international diamond-certification laboratory required a full overhaul of its commercial and operational organization. Stakeholder confidence was eroded, the operating model was misaligned with where the market had moved, and China — the fastest-growing diamond market in the world — remained largely closed to the HRD brand.

ActionDesigned and executed a three-year strategic plan — Restore. Build. Expand. Rebuilt a customer-centric organization, reduced the cost base, and realigned sales and marketing to market demand. To open China, engineered a diamond-traceability solution: a QR code micro-engraved on the diamond's girdle, adapting ultra-fine laser technology previously confined to Swiss watchmaking. Partnered with Chinese authorities looking to curb the inflow of smuggled diamonds — turning the technology into a regulatory-backed entry point for HRD certification in a market where the brand had no foothold.

Restore

Stakeholder confidence and market credibility rebuilt

Build

Customer-centric service model installed end-to-end

Expand → China

New market opened via QR-traceability engineering and regulatory partnership

Steelcase RoomWizard — meeting-room scheduling display

2005 — 2013

Steelcase · Asia Pacific

Director, Sales Asia Pacific · P&L responsibility

Fortune 500 · Growth

SituationA US$5M operating-income baseline requiring scaled regional growth — across corporate and education segments, in three different markets, with full P&L accountability.

ActionExecuted a strategic growth plan, expanded the regional footprint to three offices (Hong Kong, Delhi, Singapore), and held P&L discipline through every phase of the build-out — protecting margin while the top line tripled.

$1.05M → $5M

Operating income — 5× over seven years

$4.9M → $15.5M

Top-line growth (2005 → 2012)

3 offices

Hong Kong · Delhi · Singapore — built & scaled

Pascal Delvenne, Founder.

A bioengineer by training, with thirty years operating across Europe, Asia, and the Middle East — life-sciences commercial leadership, then turnaround mandates, growth scale-ups, and post-merger integrations.

The first twelve years were spent in life sciences and ingredients — product manager, then commodity trader, then sales director at Galactic, where worldwide distribution channels were built from scratch and the business became the second-largest lactic-acid manufacturer in the world. As Director Asia Pacific at Tate & Lyle, advised on the greenfield programme that resulted in a US$180M investment in a Singapore biotech facility.

Since 2005, the focus has shifted to operational and commercial transformation — the Asia Pacific build-out of Steelcase (5× operating income), the manufacturing turnaround of Bekaert-Deslee Indonesia (–US$335K to +US$1.24M EBIT), the restructuring of HRD Antwerp and the QR-traceability play that opened China, and the two-decade advisory relationship with Kokido that culminated in the 8× EBITDA exit to BWT Group and the post-acquisition integration as Chief Strategy Officer.

Alongside these mandates, sustained board-level engagement — including a long-running advisory relationship since 2008 with one of Belgium's leading specialty-malting houses, now scaling into green ingredient manufacturing across two East-Belgian facilities totalling 60,000 m².

Today, Klear is the vehicle for selective interim mandates and advisory engagements where the brief is clear: deliver.

Sound strategies.
Delivered.

Where Klear creates value.

Turnaround & Restructuring

M&A & Post-Merger Integration

Operational Excellence

Interim Executive Leadership

A method built on twenty-five years of turnarounds.

Diagnose

Align

Execute

Hand over