We enable organisations to access the best external support in an efficient yet personal way. At the same time, we create conditions for top coaches to work independently and have a strong partner at their side.
We aim to be the best at what we do. Providing a high quality online platform for purchasing and processing business coaching, and being an attractive partner for the best business coaches in Europe.
The things that are most important to us are part of our DNA:
We deliver quality.
Behind everything we do is a desire for excellence. We use the most advanced methods, the best tools, and the most modern processes. We guarantee best practice quality.
We are honest.
Our processes are transparent. Our communication is simple and easy to understand. We apologise whenever we make a mistake. You can count on our words.
We are game changers.
We constantly look at things from a new perspective and consciously question traditions and procedures. We think along and are one step ahead. We are redefining the industry.
We are respectful.
We treat each other and our partners in a friendly, respectful and fair manner, because that is the only way to create trust. Having fun together is an important part of our working lives.
We are fast & uncomplicated.
We work fast and take complexity out of things. We are pragmatic and we always find a way. Problems thrive us to think creatively and find solutions. Feedback is the basis for our growth.
Many unique personalities – one committed team. In order to live our vision, we do not solely need the professionalism of our individuals, but above all diversity and smooth cooperation at team level.
KLAITON & Haufe Group
Together with Haufe Group, we believe that digital & efficient ways of purchasing management consulting and business coaching are the future.
This is why they support our team with know-how, resources and industry expertise.
The name KLAITON
We named KLAITON after Harvard Business School Professor Clayton Christensen, who has been researching and publishing about disruptive innovation since the 1990s. His observation: small companies with novel business models are hardly noticed by the industry’s big players. Through strong growth and high innovation, however, these companies are more often becoming a serious or even dangerous competitor. In his article "Consulting on the Cusp of Disruption“, he predicted the success of new business models, such as ours.