- 20%
Profitability up
Getting a company ready to sell
One mandate: prepare the business for acquisition and push the valuation up. Tighter production workflows, AI in the day-to-day, and a new market.
AdvanceB2B, a B2B marketing agency · COO - 2,000
People, eight subsidiaries, one company
Merging eight companies into one consultancy
Eight subsidiaries that had to operate as one company, each running People its own way, while the business expanded across Europe.
Wunderdog, an IT consultancy · Head of Operations - 2x
Revenue in the first year
One office to five, and closing the branch that didn't work
Seventy people in one office in Kreuzberg. The CEO thought expanding was too complex.
Kreuzwerker, an IT consultancy · Head of Finance, then Head of People - $800K
Freed up in the first quarter
Funding a new venture from inside the business, then replacing the CEO
The CEO wanted to raise money for a new venture. His existing business wasn't very profitable. Instead of raising, we cut, and planned his succession.
A CEO, through Leaders & Co. · Executive Advisor to the CEO - 40%
Writing and repetitive work saved
AI transformation for clients, audit first
Several clients had no AI infrastructure at all. Another had AWS bills that kept climbing. I audit the processes first, then find the tool that fits the gap.
Clients in the US and Europe · Fractional COO and Executive Advisor - 10 hrs
Manual work saved a week
Personal ops systems for leaders, starting with my own
The leaders I work with carry their whole operation in their heads. That costs time, and it costs mental load nobody measures.
Tech leaders and their leadership teams · Founder, Fractional COO and Executive Advisor
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The operations work behind these numbers, weekly: what gets handed over, what breaks, and what it costs a founder to stay in the middle of everything.
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