For businesses · Business consulting
Sparring that makes decisions decidable.
I combine the analytical view, separating symptom from cause and reading the numbers as a system, with the strategic one, what carries your business model and where it can go.
Who I work with
Three very different tables. One way of looking at them.
A business with fifteen employees, a software company with capital behind it, an investment firm: the questions sound different, at their core they are related. Does the business model carry what it is meant to carry, and will the organisation take the next step with it? I have sat at all three tables, as a managing director, as CEO of a capital-backed group and as an advisor. Pick the door that fits you.
Owner-led businesses
You run your business yourself and decide between day-to-day work and setting the course. Typical questions: investment, financing, legal form, succession.
Growing and digital models
You are building a product and scaling, often with capital behind you. Typical questions: unit economics, pricing, reporting, the next level of the organisation.
Investors and holdings
You hold shares and want an independent view of a portfolio company. Typical questions: does the position hold in the market, and will the team carry it?
Depending on where your business stands
Support across the whole lifecycle.
Founding
Legal form, financing, business case and the first access to your own numbers.
Established
Steering, investment, growth. Where is the next lever?
Succession
Understand, grow and hand over value. Set the course in good time.
When it gets digital
I think in the business model, not just the bookkeeping.
Software as a service, AI-based products, digitalisation at the core: I have built, led and scaled such models myself. I understand how they make money and what has to hold them up in the background. This combination is rarely available from one hand.
Business model
ARR, unit economics and scaling, from my own entrepreneurial responsibility.
Technology and AI
Digitalisation, automation and AI that I have implemented myself.
Framework
Governance, ISO, GDPR and compliance, connected with the numbers behind them.
For founders and their investors
I know both sides of the cap table.
I was CEO of a VC-funded software group myself, executed two corporate transactions and owned the reporting to investors. I know what investors look at and how to get a company there. For founders who want to bring tax, numbers, compliance and digitalisation together to investor-ready standard, and for investors who need exactly that in their portfolio companies. Up to board and investor readiness.
Typical occasions
When you get in touch.
- You are facing an investment that will cost you a year of profit if it is wrong.
- The numbers say something different from your gut, and you want to know which one to trust.
- You want to hand over in a few years and know what your business will be worth by then.
- Your business is growing, profit is growing more slowly.
- You want a second opinion on something everyone else has already waved through.
Formats
From taking stock to ongoing support.
Taking stock
One working day for your question
I prepare with your documents, we work through the question together, and you get a written recommendation. From 2,500 €.
What you get: a recommendation with reasoning and the two or three points to settle next.
Executive Reality Check
A deep look when a lot is at stake
As a project, with analysis, interviews and sparring up to the decision proposal, on request up to board and investor readiness. From 6,900 €.
What you get: a map of the situation showing what holds and what still needs work, the levers with the biggest effect and a recommendation you can decide on.
Ongoing support
When you want someone at the table for the long run
Regular sessions, sparring in between and an outside view that holds over time. From 4,500 € per month.
What you get: a steady rhythm, goals for the next ninety days and someone who follows up.
The decisions at stake here usually move a multiple of these amounts. Larger mandates and board-level work are agreed individually. Smaller questions from an ongoing tax engagement have their place there and need no separate format.
The best answer begins with the right question.