10 clear tasks to tackle in my first 90 days:

• Intense board meetings to harmonize the approach and to understand how to cooperate and function within the new board; including appointing responsibilities for development, finances, games & events, marketing, paraclimbing, and sustainability.
• A full financial analysis resulting in a clear multiyear investment plan aligned with the overall strategy.
• Clarify the human resources needs and planning, pushing for development, also on the continental level.
• Marketing strategy discussions with a clear timeline to be established.
• Development strategy discussions with a clear timeline to be established, including the launch of a development commission and a budget update.
• Schedule meetings with the leaders of the IOC, IPC, ASOIF, IWGA, FISU and possibly other organisations.
• LA28 approach to be clarified concerning medals, disciplines, and number of athletes for both paraclimbing and climbing.
• Launch of an intermediate evaluation of the strategic plan 2020 – 2028 with consultation of commissions, continental councils and national federations.
• Work with the General Director on an open minded, appreciative culture inside the office, with clear and good evaluation processes and interaction principles to be respected. An operational review will allow to streamline processes, clarify responsibilities and enhance transparency.
• And lastly, operational but strategically needed, launch of an online platform separately for the Executive Board, for the continental councils and for the members, centralizing all information, allowing document sharing and making it all easily available to all.