the
three tracks
three systems – one integrated practice
When a multinational deploys a senior executive, legal compliance secures eligibility — immigration, corporate structure, regulatory. The executive arrives. The assignment begins. But performance is not yet secured.
The most volatile phase of an international assignment is the first six to nine months. During this window, leadership credibility is formed, matrix expectations are renegotiated, and alignment with the local organisation either stabilises — or quietly weakens.
Executive integration succeeds when three interconnected systems work together. We run all three in parallel through every engagement.
Organisational
Leadership structure,
decision authority.
stakeholder dynamics,
matrix reporting interfaces
Cultural
Communication norms.
Expectations about hierarchy and accountability.
HQ-versus-Hungary interpretation gaps.
Family
Household environment. Spouse adjustment
schooling and healthcare integration — treated as a performance variable, not a lifestyle matter.
three
engagements
Three engagements, calibrated to risk and complexity.
Each engagement is structured, time-bound, and built around the same three-track framework.
Pre-Deployment Risk Map
Three to four weeks before arrival. A diagnostic of organisational, cultural and family risk — delivered as a written Transition Risk Map for HR and the incoming executive.
Integration Engagement – 6 months
The core product. Three parallel tracks through phases 1 to 4 of the framework. Real-time advisory throughout the engagement.
Full Integration Engagement, 9 months
Premium tier. Sustainable autonomy, deepened family integration, dual-stakeholder visibility back to HQ.
about
I am an organizational psychologist with more than fifteen years working with multinationals in Hungary on leadership, cultural transition, and change management. Through Cornelis Consulting, I have sat across the table from HR Directors trying to understand why a strong executive is underperforming, and helped organisations navigate the human complexity that standard relocation processes leave unaddressed.
My perspective is not only professional. My husband is Dutch. My children attend an international school. I understand what international assignment looks like from inside a family — the organisational friction, the cultural adjustment, the invisible pressures that shape performance long before they appear in any report.
Most organisations manage the contract. The logistics. The compliance. What they rarely manage is the critical window between arrival and alignment — when credibility is built or quietly eroded, when family stability either supports the assignment or undermines it.
That gap has a measurable cost. And it is entirely preventable.
LandingPad is where fifteen years of professional practice and firsthand understanding of international family life meet. I built it because I have seen this problem from every angle — and because no one was solving it with the rigour it deserves.
— Márta Farkas, Founder
insights
