Thor’s Profile

An agile network – both deep and wide

THOR was founded in 2011 by Rainer Witzel. Originally conceived purely as a holding company for private equity activities and its own startups, over the last few years the business model has been expanded to include corporate consulting and executive coaching.

As a result of the company’s active entrepreneurial work, its diverse contacts inevitably resulted in continually increasing requests for special consultancy mandates. The founder’s many years of experience in various management positions, sophisticated entrepreneurial thinking and personal affinity with complex challenges are perfectly complemented by a solid basis of professional and methodological expertise. This is largely thanks to Witzel’s academic background – including an executive MBA program at the St. Galler Business School and coaching training in psychodynamic organizational consulting at the inscape Institute for Psychodynamic Organizational Consulting in Cologne.

THOR works resolutely in professional network constellations. We have forged connections with experts and specialists who share our mindset and ways of working. Due to their special methodological or technical skills, our partners are invaluable when it comes to creating holistic consulting approaches or addressing specific issues following successful diagnostics with customers. At present, our network includes the following professions/disciplines:

  • Consultants – strategy/business improvement/transformative management
  • Risk management
  • Organizational consulting – psychodynamic, systemic and behavioral perspectives
  • Experts in cognitive psychology and behavioral economics
  • Psychology – focus on sustainability, health in management
  • Private equity – corporate finance and company building
  • Executive coaches and supervisors

This mixture of practical experience and a sound professional basis forms an essential foundation for the appeal of our services.  We can offer analyses that are rich in perspectives, allowing us to concentrate on what’s really important. We can then start to elicit transformation and change in a targeted way. We are not bound to a schematic model concept, and our customers’ problems are always our primary focus.