Strategy
into action.

Revenue still comes from the backlog, but order intake is falling away. Visit numbers and hit rate decline while sales costs keep rising.

I take over commercial leadership and point the sales force at the companies with visible investment demand — instead of visit routines and account maintenance. In parallel I move sales management onto figures that hold up.

After the acquisition two sales organisations work side by side. Responsibilities overlap, customers have two contacts, and the expected synergies fail to appear.

I merge the organisations operationally — territories, roles, processes, CRM — and put commercial alignment ahead of system integration.

The home market is exhausted. Which markets actually hold potential is not evidenced — the choice follows opportunities, trade fair contacts or the competition.

I determine the strongest target markets from data, settle the channel question — own subsidiary, agency, dealer — and build the structure along evidenced demand rather than on assumption.

The managing director leaves, an acquisition needs leadership, or the succession is open. The position is not advertised — the signal to customers, staff and competitors would cost too much.

I take full commercial responsibility under general power of attorney. With an end date and a defined handover point to the successor from the outset.

An acquisition is on the table, or a portfolio company is meant to grow. The financials are there, the commercial side is not: market position, competitive pressure, how far the forecast holds.

Commercial due diligence and market studies with expert interviews — short, medium and long-term market scenarios, order intake forecast, commercial value creation potential. I also say where the numbers do not hold.