References

Completion of the carve-out from a U.S. corporate group: replacement of the previous owner’s transition services and build-up of a standalone organization.

Turnaround: EBITDA +€1.6 million at stable revenue; headcount grown by 129%.

Implementation of a new digital business model, transitioning from a hardware-centric operation to a scalable SaaS-driven approach with recurring revenue streams.

Optimization of the value chain through a 40% reduction in vertical integration, achieved by outsourcing non-core production processes and strengthening strategic supplier partnerships.

Growth of SaaS revenues (ARR) by 160%, driven by targeted product innovation, improved pricing models, and expansion of customer success programs.

International expansion, with market entry and the establishment of national subsidiaries in the United States and Japan to enhance market proximity and strengthen global competitiveness.

Development of a high-performing service and sales partner network, enabling broader market coverage, improved customer support, and increased efficiency in go-to-market activities.

Successful exit: sale of the company to a U.S. competitor, led through to signing; post-merger integration managed.

1. Engagement: Transformation Manager B2B

Acted as a key driver and catalyst for transformation in the B2B sales and operations organization, with a strong focus on improving profitability and professionalizing management and control instruments. Based on this, conducted a comprehensive value creation analysis of the B2B business to identify profit levers, efficiency potentials, and structural risks.

Developed and implemented a corresponding action plan, including the introduction of a structured sales risk management framework, the development of a new risk-adjusted costing model as the basis for pricing and portfolio management, the creation of new contract templates to standardize and reduce legal and commercial risks, as well as the implementation of an integrated reporting system with clear KPIs and a strategic capacity planning approach based on typical output metrics.

Additionally implemented a risk-adjusted sales and procurement forecasting process to improve forecast quality in energy procurement, optimized key core processes (in particular offer approvals), and designed and rolled out a new, needs-based service and account management model for customer and segment clusters. These measures were complemented by the design and implementation of a new energy procurement strategy to enhance margin, stability, and manageability of the business.

Presented the transformation concept to the executive management, outlining strategic measures, financial impact, and resource requirements, and obtained approval and sign-off for implementation. Achieved a recurring annual EBT effect.

2. Engagement: Transformation Manager Sales & Operations B2B and B2C

Assumed responsibility for the design and implementation of a scenario-based business plan through 2030, including integrated investment and workforce planning. On this basis, carried out a comprehensive value creation analysis of the area of responsibility and derived an action plan for sustainable performance improvement with clearly defined target states and milestones up to 2030.

Designed and implemented Power BI as the central strategic planning and management tool to establish a consistently data-driven management approach. In addition, developed and introduced a cascading performance management framework, including customer- and segment-level contribution margin reporting with transparently defined allocation keys to enable differentiated profit steering.

Achieved a recurring annual EBT effect.

Combined impact of both engagements: recurring annual EBT effects. The B2B result improved significantly; the B2C business added a further earnings effect.

Overall responsibility for Marketing, Sales, Operations, Customer Support, HR, and Finance.

Development and implementation of a strategic growth roadmap to enter new markets and customer segments.

Introduction of modern B2B SaaS marketing and sales processes and implementation of an integrated CRM system.

Design and rollout of new international SaaS offering templates based on a revised terms and conditions (T&C) structure.

Establishment of a Canadian subsidiary to strengthen international market presence and operational flexibility.

Development of a SaaS cloud product strategy focusing on modularization, scalability, and long-term technological sustainability.

Optimization of the global partner network to enhance service quality, support efficiency, and customer satisfaction.

Restructuring of operational departments, from marketing to finance, to improve efficiency and clarify responsibilities.

Weighted sales pipeline growth: +84% (ARR Year-on-Year).

Expansion of headcount in marketing, sales, and development: +33% (YoY).

Revenue: +25% YoY / +10% above plan.

EBITDA: +22% YoY.

Implementation of modern digital systems and financial management foundations: Deployment of Microsoft 365 and Power BI to establish an integrated, data-driven work and decision-making environment. Development of a new reporting and controlling framework enabling transparent, KPI-based corporate management.

Based on the newly generated reporting data, a recalculation of product costing was conducted to realistically and market-orientedly reflect cost structures, margins, and pricing strategies. In parallel, a precise assessment of financing needs was carried out to establish a reliable foundation for investment and liquidity planning.

As part of this process, financing discussions with investors and banks were initiated, and a project financing (debt) for pre-financing major customer projects on the basis of signed customer contracts was designed and closed. These measures laid the groundwork for a sustainable financing framework that ensures future growth and the long-term execution of the corporate strategy.

Development of an integrated, scenario-based business plan, implemented in a fully integrated financial model with P&L, liquidity, and scenario planning — serving as the central steering and negotiation instrument.

Embedding sound unit economics in the business plan — contribution margin per case, customer acquisition cost, and customer lifetime value make the profitability of the usage-based revenue model transparent and quantitatively underpin the scaling logic.

Introduction of a new pricing model with a channel-differentiated revenue plan for direct and partner sales.

Preparation of a well-founded company valuation based on standard market methods — a reliable and negotiable anchor for investor discussions.

Precise determination of the financing requirement, including integrated liquidity planning, use of funds, and milestone logic — the basis for the size, structure, and timing of the capital raise.

Creation of the investment memorandum and a strategy deck — equity story, market and competitive positioning, business model, and growth roadmap for a professional investor approach.

Employee training: Introduction of structured training programs at all levels to qualify staff for new processes, digital tools, and modern manufacturing methods.

Production organization and planning: Development of a systematic production capacity and scheduling framework, including the implementation of a REFA-based time management system and up-to-date bills of materials (BoM) with time values to enable reliable product costing and profitability analysis.

Process and digitalization initiative in manufacturing: Introduction of Kanban, barcodes, scanners, and computer workstations on the shop floor, as well as the implementation of an end-to-end 3D model chain from design through production to assembly, reducing assembly times and increasing process reliability.

Working time and shift models: Implementation of optimized shift models to improve utilization of machinery and resources.

Digital production strategy and impact: Design and implementation of an end-to-end digital production strategy, resulting in a 28% increase in capacity utilization and an EBITDA effect of approximately €2 million.

Founding CEO of the carved-out company; led the carve-out and stand-alone build-up.

Standalone finance organization: HGB financial statements and contract framework set up.

Partner and channel sales built via the SAP partner network.

Marketing responsibility: performance and content online marketing (SEO, advertising) and international trade fairs.

Business unit established: new global business unit built on existing TIC services; organic sales strategy developed and implemented.

Turnaround in the first year: EBITDA of the business unit improved by €1 million.

Revenue growth: +13% YoY.

Global M&A buy-and-build strategy implemented.

Operations led, including business development and tier-1 account management; go-to-market for the USA, Asia and the UK prepared.

Marketing responsibility: performance and content online marketing (SEO, advertising) and international trade fairs.