Customers and markets
Spend time on business that pays off.
We decide which customer groups to grow and which enquiries get less attention – based on need, price level and effort, not revenue alone. Your team knows where to spend its time.
More business from existing customers, access to new customers and partners, and a sales operation your team can run.
I work directly with you on the next commercial steps – from selecting the right target customers to the conversation at the negotiating table. Where agreed in the mandate, I take on these tasks myself.
This is not about more activity, but about business that pays off: the right customers, suitable partners and terms that bring your company a healthy margin.
Typical reasons to work together:
The question is always the same: where can more come from existing customers and capacity – and which access is missing for the next step?
Spend time on business that pays off.
We decide which customer groups to grow and which enquiries get less attention – based on need, price level and effort, not revenue alone. Your team knows where to spend its time.
More business where trust already exists.
Additional sites, further services, new contacts: key accounts get an owner and a concrete next step. Additional business grows from relationships that already work.
New customers, regions and sales channels.
The right partner can open up new customers, regions or sales channels. I identify suitable companies, make contact and support the commercial talks – covering roles, terms and a partnership that pays off for both sides.
A sales operation your team can run.
Clear priorities, a transparent pipeline and defined responsibilities. You see which revenue is realistic and where you are personally needed. New hires join a sales function in which they can be effective quickly.
Deals whose margin justifies the effort.
Clear offers, prepared negotiating room and discounts only in return for something. From sales and purchasing, I know where the room is – in important negotiations, I sit at the table with you.
Delegate responsibility. Stay in control.
Regular decisions on open opportunities keep sales on track. If leadership capacity is missing for a transition period, I can take on interim sales leadership – with a clearly agreed mandate and handover.
For a software venture in AI security, I am building access to enterprise customers. It starts with selection: which companies have the need, and who makes the decision there?
Next comes the right reason for a first conversation – a question that matters to the contact, rather than a product pitch.
The aim is to get into conversation with the right decision-makers, clarify their needs and agree on concrete next steps.
Current project work, anonymised.
As a Sales Director at TÜV Rheinland, I led a team of 13 and was responsible for a B2B portfolio worth tens of millions of euros. Despite a major restructuring, we achieved double-digit revenue growth. Before that, I was responsible for purchasing kitchens and bathrooms at Wohn Schick. So I also know the side that evaluates offers and negotiates terms.
A new deal can tie up capacity and upfront costs. That is why margin and payment terms belong in the sales decision from the start.
More revenue with existing customers, access to a new market or a specific partner deal?
Briefly describe your plans. In a first conversation, we will establish whether the mandate is a fit.