Strategy · Finance · Relationships
Together, we’ll identify where your profit margin comes from, where your cash is tied up, and which customer relationships are driving your business. We take a personalised approach, from the very first meeting right through to implementation.
Burn rate, net revenue retention and pricing – all combined into a single narrative that your board will believe. So that your next funding round is based on figures, not on hope.
Margin per lane and per customer, the utilisation rate of your fleet and the cash tied up in it. All visible before the end of the quarter.
Capacity utilisation, project margin and the proportion of recurring revenue. Focus on what your business actually earns, not on what it invoices.
An erratic inflow of orders, service revenue that could be higher, and working capital tied up in each project. An order book your CFO relies on.
30 mins · senior · no slide deck
You’ll be dealing directly with me, a senior manager, from the very first meeting right through to implementation. There’s no account manager who’ll pass your case on to a team that’s yet to get to know your market.
I look at your business as a CFO and a strategist would together: where are the margins, where is cash being lost, and which customers and partners are driving your growth? Then we choose the few moves that really matter.
I look at your scale-up the way a CFO and a strategist would together: what a euro of new ARR costs you, how fast CAC pays back, which cohorts expand and which quietly churn. Then we choose the few moves that extend your runway.
I look at your transport business the way a CFO and a strategist would together: which lanes make money, how much cash sits in receivables, which shippers carry your growth. Then we pick the few moves that matter.
I look at your agency the way a CFO and a strategist would together: which fixed-price projects eat margin, how much unbilled work sits on your balance sheet, which two accounts carry your revenue. Then we pick the few moves that matter.
I look at your business the way a CFO and a strategist would together: which machine types still earn margin after post-calculation, how much cash sits in work in progress, which customers carry your order book. Then we choose the few moves that matter.
A result is only outstanding if the process is. And it only lasts if people grow alongside it.
This isn’t for you if you’re looking for the cheapest option, or a contractor who never challenges you. It is, however, for you if you want a seasoned thinker who will grow alongside your business.
Do you know which 20 per cent of your customers generate your profit margin?
Do you know which customer segment is driving your net revenue retention, and which segment is fuelling your burn rate?
Do you know which routes and customers cost money once you factor in the empty kilometres?
Do you know which projects are eating into your profit margin, and which customers generate recurring revenue?
Do you know how much working capital is tied up in each project between the deposit and completion?
Most companies know their turnover per customer. Few companies know their margin per customer. That is almost always where the first move lies.
Most scale-ups know their blended CAC. Few know their CAC payback by segment and channel. That is almost always where the first move lies.
Every planner knows the kilometres. Few know what the empty run back from Cologne costs per trip. That is almost always the first move.
Most agencies know each developer’s utilisation. Few know their margin per retainer once the ‘quick favour’ support is counted. That is where the first move is.
You know the revenue per machine. Few builders know the margin on spare parts and service per installed machine. That is almost always where the first move sits.
That’s the question your board asks with every update. A stalled pipeline is never just a marketing problem: it delays your next funding round and undermines confidence in your figures.
Your lead investor asks it at every board meeting. Hire six AEs on a pipeline built for three and your burn multiple climbs, your Series B slips by six months and your board starts doubting every forecast.
Your bank asks that question at every credit review. If the shipper behind 30% of your revenue puts its lanes out to tender again, trucks stand idle and the bank reads your numbers differently.
Your bank asks that question the moment your largest client parks its roadmap for a quarter. Six developers then sit without billable work, and your working capital pays their salaries while sales is still writing proposals.
Your bank asks that question the moment order intake stalls for a quarter. Two delayed projects push back your down payments, your overdraft fills up and trust in your forecast takes a knock.
From slide decks that nobody paid attention to, to an ongoing diagnostic process. I build marketing teams that operate like a team of specialists. A senior manager leads the way.
We bridge that gap, quantify the shortfall, prove the solution works and earn the approval of the people to whom you are accountable. No workshops with action points that nobody takes ownership of.
Doing nothing is also a decision. Just an expensive one.
Every quarter, without any say in the matter, your price, your margin and your best customers are left on autopilot.
Every quarter without a decision, your largest accounts renew at their launch price and your runway quietly shrinks.
Every quarter without a decision, you drive at last year's rates while diesel and German toll keep rising.
Every quarter without a decision, your team bills last year’s rates, and the retainer you wanted goes to a competitor.
Every quarter without a choice, you quote fixed prices that your steel and component costs have long overtaken.
This is how this agency works: lots of specialised systems, and a senior figure who ensures everything runs smoothly.
Does your team mention the same three priorities as you do?
Is your board telling the same growth story as your sales team?
How well do you know the three customers who account for the bulk of your business, and how well do they know you?
Is your biggest customer a partner, or a buyer who renegotiates every year?
Does your German partner already trust you, or just your quotation?
Strategy rarely falls at the planning stage. It falls apart in the discussions that follow: between management and the team, between you and your best customers, between partners across borders. That’s where the work begins.
I want to see where the problem liesThree steps. Not a self-perpetuating process.
Thirty minutes. You tell me where the problem lies, and I’ll ask the questions your board would also ask.
Margin, cash and customer relationships on a single page. The three moves that really make a difference.
I’ll keep at it until every entry has an owner, an amount and a date.
Systems that remember, adjust and report.
Professional and personalised, from initial consultation to implementation.
Innovation along a set path – not a leap into the unknown.
Every euro will be reflected in your cash flow.
Spot changes before they catch you off guard.
An audit that reflects your actual situation.
Learn to think using language models, so that your team can do it themselves.
What concrete benefits this way of working brings you.
A repeatable process that stands up to scrutiny at every board meeting.
Positioning that sets you apart from the competition.
From requests for quotations to contracts with predictable margins.
Shortening long sales cycles with technically credible content.
Finance and strategy are not two separate worlds. It is the same board, read twice.
You read the figures just as you would read a sign: where does it say ‘weak’?
A single forecast is a guess; three scenarios make a plan. We work out what will happen if the market goes against us, goes our way or takes a turn for the worse. That way, you already know exactly what move to make in each scenario.
One forecast is a guess; three scenarios are a plan. We model what happens if your Series B stalls, if DACH takes off faster than planned or if NRR drops below 100 per cent. Each scenario already carries its move.
One forecast is a guess, three scenarios are a plan. We work out what happens if your largest shipper walks away, German demand picks up or you are five drivers short. Each scenario already has its move.
One forecast is a guess, three scenarios are a plan. What if an offshore firm undercuts your rate by a quarter, a framework contract lapses, or managed services take off? Each scenario has its move.
One forecast is a guess, three scenarios are a plan. What if your German automotive customer postpones projects, retrofit demand picks up, or one big order fills your assembly hall? Each scenario already has its move.
A strategy that isn’t on the agenda doesn’t exist. We translate the strategic direction into specific actions, each with a responsible person, a budget and a deadline. Every euro can be traced back to a decision that you can justify.
Standalone tools create work; integrated systems deliver results. Agents take care of the repetitive tasks and keep the chain from signal to follow-up running smoothly. You decide the next steps; the system sets the pace.
When was the last time you consciously raised your price?
Pricing is the quickest way to boost your margin – and the least commonly used. We look at where you deliver value that you don’t invoice for.
Pricing is the fastest lever on margin, and the least used. We look for value you give away: free extra seats, API volume or SSO in your entry plan.
Price is the fastest lever on your margin. Take waiting hours at the dock and extra drops: you deliver them weekly and rarely invoice them.
Price is your fastest lever on margin. A migration that saves the client a licence still goes out as hours. That is where the room is.
Price is your fastest lever on margin. Look at the extra engineering and commissioning work you now quietly give away.
Systems that remember, adjust and report. Your effectiveness grows without your workload increasing.
Every euro spent on marketing is reflected in your cash flow. Attribution that your board can understand in a single sentence.
Your buyer starts their search on AI-powered search engines. That’s where your positioning begins, too.
Not just adjectives, but audited before-and-after figures that a CFO can verify.
Pipeline regained following the AI visibility audit.
A shorter path from decision to implementation of the change.
The audit identifies the few moves that really make a difference to the figure.
Three questions I’m often asked.
Not every company needs me. Check first to see if it’s a good fit.
It fits like
It’s not appropriate if
This page is the front door. Each line below opens up a more detailed map within the system behind it.
What ‘agent-based’ means, and why it is more than just automation.
Refresh along a route rather than all at once.
From analysis to decisions that are reflected in the implementation.
Marketing and cash flow explained in a way your board can understand.
Spotting shifts in your market before they catch you off guard.
The idea behind this desk, and what it means to you.
Learn to think using language models, so that your team can do it themselves.
What concrete benefits this way of working brings you.
No. The handover is an ongoing assessment: where the business is struggling, why, and the initial fix – not a presentation. You’ll act on it on Monday.
Senior staff only. Whoever carries out the audit must also sign it. No delegation to junior staff.
Compliant by design, server-side, Consent Mode-ready, GDPR-compliant from the very first data pull.
We work with Brainport scale-ups and regulated digital services in Rotterdam. The audit has been tailored to your DMU and constraints.
30 minutes for scoping, a senior consultant, an audit with a fixed timeframe.
A single conversation about your profit margin, your cash flow and your key business relationships. I only take on a few new assignments each quarter.
Just one chat about your burn rate, your retention and your pricing, before your board asks about it. I only take on a few new assignments each quarter.
Just one discussion about your margin per lane and per client, and the cash in your fleet. I only take on a few new contracts each quarter.
A single discussion about your capacity utilisation, your project margin and your recurring revenue. I only take on a few new assignments each quarter.
A single conversation about your order intake, your service revenue and your working capital. I only take on a few new assignments each quarter.
30 mins · senior consultant · no slide deck