Board member & sparring partner for entrepreneursfrom a founder who sold his own company
35 years as an entrepreneur: built a software company from scratch, scaled it across DACH, England, Asia and the Middle East, and sold it to private equity in 2022. Today I work with a small number of founders and growth companies as a board member, sparring partner and in exit preparation.
Asking the right questions
I work with only a few companies at a time: those where my experience makes a real difference.
- 01Growth companies setting up professional governance for the first time
- 02Founders before or during a funding round or an exit process
- 03Mid-sized companies looking to expand internationally, especially into Asia or the Middle East
- 04Software and technology companies that want to scale operationally
- 05PE portfolio companies looking for experienced operational support
Three roles. One stance.
Board seat
Regular strategic guidance as a formal board member. Entrepreneurial judgement on the board, not as a yes-man but as a critical partner.
Formal · long-termSparring & Mentoring
Direct conversations with founders and managing directors, no agenda, no euphemisms. Sometimes an experienced sounding board is worth more than any strategy.
Flexible · personalExit preparation
I sold my own company to private equity. I know what buyers examine, what pushes the price down and what comes after closing.
Before, during and after the saleFrom first conversation to a clear role
- 01 · 30 minutes
Intro call
Confidential and non-binding. You describe your situation, I ask questions.
- 02 · Assessment
The real question
We work out what it is really about, and whether I am the right person for it.
- 03 · Framework
Agree the format
Board seat, advisory project or sparring: with a clear role, rhythm and goals.
- 04 · Engagement
Working together
Regular, direct, without sugar-coating, and with a real interest in your success.
A first conversation
Four short questions, then I’ll get back to you personally.