Skip to Content

The people behind Oakridge.     



We are two partners with complementary backgrounds and one shared conviction: that good advice only works when it is honest, grounded in reality, and followed through with real commitment.

Between us, we bring experience across business development, finance, operations, change management and sustainability. We have worked with family businesses, built companies from scratch, navigated restructurings and supported organisations through complex transitions.

We work as a team – and when you engage Oakridge, that's exactly what you get.

Hanna Wojtysiak, MBA – Consulting Partner

"The best time for change was yesterday. The second best is today."

I am a manager – not a consultant in the traditional sense. The difference lies in approach: I don't create fictitious visions or unrealistic plans for others to implement. I work pragmatically and hands-on, and if needed, I stay until the change has truly taken hold within the organisation.

My experience comes from practice: companies founded, restructurings led, businesses acquired, strategies developed, performance improved – I know the reality from the inside. I know what it means to make decisions when time is tight, resources are limited and personal stakes are high. My particular passion is transformation in family businesses – generational transitions, strategic realignment, restructuring. Moments where far more is at stake than numbers and structures.

Areas of focus:

  • Organisational structure & value creation
  • Strategy development & business development
  • Change management & transformation
  • Efficiency & process improvement
  • Interim Management
  • Mentoring


Murielle Simon – Consulting Partner

"When you know where you stand, you know where you can go."

I bring deep expertise in corporate finance and accounting, business administration, HR and sustainability. I work closely with owners and management to create financial clarity, strengthen operational structures and build a solid foundation for business decisions.

My focus is on what many organisations need most but rarely articulate clearly: transparency about their actual situation, a reliable financial framework and processes that genuinely work – without unnecessary complexity. I also bring structured expertise in corporate social responsibility – increasingly a strategic priority for future-oriented organisations.

Areas of focus:

  • Corporate finance & accounting
  • Building and structuring administrative units
  • Administration & HR 
  • CSR strategy 
  • Process & efficiency optimisation


Our convinction


Questioning yourself – your decisions, processes, habits – is not easy. It takes courage. When you look honestly at what's there, you suddenly face decisions that demand responsibility and change. So people wait. Keep going as before. Help is only sought when the pressure has become too great.

Yet things would be so much easier if you allow an outside perspective sooner. Routines make us operationally blind – we no longer see what's really there, only what we're used to seeing. That external, neutral view opens your eyes to what has become invisible in everyday life.

Questioning yourself and your processes is not a weakness. It's one of the greatest strengths a leader can have. And I see it time and again: the solution is often much closer and simpler than you think. Change doesn't have to be frightening – it can be an opportunity.