Berlin, Berlin, Germany
Most post-sales organizations are built for stability not for value creation. I build the ones that aren't there yet. I specialize in transforming fragmented, undergoverned customer organizations into scalable, ARR-driven operating models. That means going into environments where retention is unpredictable, delivery is inconsistent, and the board has limited visibility – building the systems, accountability structures, and operating model that change that. At Spryker, I lead the global post-sales organization across Customer Success, Professional Services, Support, and Enablement. My focus has been on rebuilding the operating model: establishing finance-grade ARR and churn transparency, standardizing Professional Services delivery, restructuring the organization under profitability pressure, and rebuilding the partner ecosystem to reduce direct-delivery dependency. On AI: I don't treat it as a feature, I treat it as an operating lever. My teams actively use AI to reduce time-to-resolution in support, to generate predictive customer health signals that replace manual CSM judgment, and to accelerate PS delivery cycles. The goal is always the same: better outcomes at lower cost per customer. Before Spryker, I built and scaled the consulting and digital innovation business at etventure from €500k to €30M in revenue and from 3 to 150 people in under five years, before the company was acquired by EY. That founder and builder experience is how I approach operator roles: with urgency, ownership, and a bias toward execution over process. I'm particularly drawn to environments where complexity is high, governance is still being built, and the post-sales organization is expected to be a value creation lever – not just a cost center. That's where the interesting problems are.
Leading the global post-sales organization across Customer Success, Professional Services, Support, and Enablement, with full accountability for ARR retention, delivery quality, and enterprise customer outcomes. CORE FOCUS AREAS Operating Model: Rebuilding post-sales governance from the ground up: finance-grade ARR and churn reporting, standardized delivery methodology across Professional Services, and a scalable partner ecosystem to reduce direct-delivery dependency. Organizational Restructuring: Driving significant headcount rationalization while maintaining enterprise customer stability. Building leaner, more accountable team structures aligned to margin and retention targets. AI-driven Operations: Deploying AI across support, customer health monitoring, and PS delivery to improve outcomes at lower cost per customer. Replacing manual CSM judgment with predictive retention signals. Enterprise Risk Management: Owning mission-critical customer engagements and escalation governance across complex, multi-region enterprise accounts.
Taking the Professional Services of Spryker to the next level together with my team, partners and create the best customer experience in the industry.
Founded UPCUE/botconnect to solve a problem I had observed repeatedly in enterprise sales environments: conversations between sales teams and customers were unstructured, inconsistent, and largely unanalyzed, leaving significant revenue on the table. UPCUE built AI-powered tooling to analyze, coach, and improve sales conversations in real time — helping B2B sales teams understand what works, replicate it, and systematically improve conversion. What I did: Took the business from idea to product to first enterprise customers Built and led a small, high-output team across product, engineering, and sales Navigated the full founder lifecycle: problem definition, product development, go-to-market, fundraising, and ultimately wind-down What I learned: Building AI products before AI was mainstream taught me how to work with probabilistic systems, incomplete data, and skeptical enterprise buyers simultaneously. It also gave me a visceral understanding of what separates ideas from scalable businesses, and why most don't make it.
Built and scaled etventure's consulting and corporate innovation business from scratch, from €500k to €30M in annual revenue and from 3 to over 150 people in under five years. etventure was acquired by EY in July 2017. The business model: helping large corporates build new digital ventures and transform their core operations using design thinking, lean startup methodologies, and entrepreneurial execution — combining corporate assets with startup speed before McK-Digital and BCG-Digital. What I built: Business from zero, 1 inherited client, no brand, no structure. Grew into P&L ownership after 1 year. Grew revenue 60x and team 50x through a combination of direct sales, reputation, and repeatable delivery. Corporate Venture Studios — Built dedicated digital units for industrial corporates, including: Klöckner.i (Managing Director, interim) — Digital unit of Klöckner & Co, Europe's largest steel distributor SMS digital — Digital venture for SMS Group GmbH New Ventures — Co-founded shopmonitoring.com (later POSpulse), a retail intelligence platform that became an independent operating business. Why this matters: This was not a management role inside an existing structure. It was founding, selling, delivering, and scaling — simultaneously, under full accountability.
(Interim Role as Part of my engagement via etventure) Building the digital unit of Klöckner & Co – largest producer-independent distributor of steel and metal products and one of the leading steel service center companies in the European and American markets.