From founder-led sales to a revenue engine enterprise buyers trust.
I help Supply Chain and ProcureTech startups from Seed to Series B build a sales team that wins and keeps enterprise customers. I have sold software to enterprises for more than 15 years, and at Prewave I built the sales team while ARR tripled four years in a row. I work two ways at once: the judgment of someone who has built the org before, and my own planning tool that turns your ARR target into a staffed, timed hiring plan — so every call comes with the reasoning behind it, not just an opinion. As advisor, coach or interim VP Sales.
Hire your second mid‑market AE by March
Your target needs about €170k of new business a month. One ramped AE covers roughly half of it.
Trade-off: posting in March pushes your first Solutions Consultant back a quarter.
- Post
- Start
- Ramp
- Fully productive
1 AECapacity gap this quarter
8.5 monthsLead time + ramp
The moment founder-led sales stops scaling.
You just raised
The board plan says enterprise growth. Nobody on the team has built a sales org before.
First sellers, shaky forecast
Two to five AEs are on board. Pipeline looks full, but deals slip every quarter.
A new Head of Sales
Strong seller, first time leading a team. Needs a sparring partner who has done it.
Pilots that never roll out
Siemens-sized logos run a pilot. Procurement stalls, and the expansion never comes.
Advise, coach or lead. You pick what your team needs.
Fixed-scope packages end with a plan your team can run.
Advise
Interviews, pipeline and CRM review, win/loss analysis, ideal customer profile and pricing check. A board-ready diagnosis and a ranked 90-day plan.
Who to hire and when: AE, SE, CSM, SDR. A staffed, timed hiring plan from your ARR target, built in my planning tool, plus role profiles, comp plans and quotas.
The go-to-market chapter of your pitch, with the KPIs investors check in diligence. Includes a mock pitch.
Value Engine
Value selling, ROI business-case templates and a customer value playbook, so enterprise pilots turn into rollouts.
Coach
Sales Team CoachingNEW
Weekly team session, reviews of your live deals, feedback on real calls and emails. Asking the right questions, qualifying deals and selling on value, practised on your pipeline.
For founders and first-time Heads of Sales: forecast, hiring, team rituals and board reporting, with async support between sessions.
Lead
I lead your sales team until a full-time VP Sales is hired. Then I hand over and stay on as their coach if you want.
A hiring plan you can defend in the board room.
I built my own planning tool for scaling sales teams. It turns your ARR target into a staffed, timed hiring plan: which roles, when to post them, the ramp, the quota and the month each hire pays back. I use it in my work with your team, so every recommendation comes with the numbers behind it.
Plan
One guided flow from your ARR target to roles, hiring triggers and a quota split. Every hire gets a ramp plan, a quota against benchmark and a salary band.
Watch
A weekly check flags capacity gaps, ramp delays, thin pipeline coverage, a widening span of control and attrition risk, each with its reasoning shown.
Compare
See where your team stands against peers and the market: pay versus market and performance versus peers on one map, so flight risk shows early.
Why timing matters: a hire decided one quarter late is not one quarter missing. With about 75 days to fill the role and six months to ramp, it is eight to nine months of lost capacity.
Every number is explainable: each recommendation states the decision, the reason, the full calculation and its trade-off.
Questions founders ask me.
What does a sales advisor for startups do?
I look at how you sell today, plan the sales team you need, coach your sellers and their leader, and, if needed, lead the team as interim VP Sales until your hire is in the seat. I work with your team, not instead of it.
When should we hire our next account executive?
When your revenue target needs more new business than your current sellers can close once they are ramped. Filling a role takes about 75 days and ramping takes around six months, so a hire decided one quarter late costs eight to nine months of capacity. My planning tool shows the right month for each role.
Should we hire a VP Sales or start with an interim VP Sales?
If you need sales leadership now and the right full-time hire will take months, an interim VP Sales leads the team one or two days a week for six to twelve months, helps you hire the permanent leader and hands over. If a strong leader is already in place, Sales Leader Coaching is usually the better fit.
How do you help a startup win enterprise customers?
With what worked at Prewave, where we won Fortune 500 customers such as Siemens, Volkswagen, BMW and Amazon: selling to the whole buying committee (CPO, procurement, risk and CFO), a business case the CFO signs, and value selling so pilots turn into rollouts.
What does your sales-scaling tool do?
It turns your ARR target into a staffed, timed hiring plan: which roles, when to post them, the ramp, the quota and the month each hire pays back. A weekly check flags capacity gaps, ramp delays and thin pipeline coverage, and every recommendation shows its reasoning. You can request access through the contact form.
How long does an engagement take?
Advisory packages take two to eight weeks. Sales Team Coaching runs for eight weeks, Sales Leader Coaching is ongoing with two sessions a month, and an interim VP Sales mandate lasts six to twelve months.
15+ years selling software to enterprises. Now on both sides of the table.
I have sold software to large companies for more than 15 years, at Ingram Micro, IBM, A1 Digital, Oracle and Prewave. I joined Prewave at Seed stage in 2020. ARR tripled four years in a row, I built the sales org to more than 40 people in five teams, and we won Siemens, Volkswagen, BMW and Amazon. Then I built the advisory practice that helped enterprise customers get the value out of the platform, to more than 50 clients.
Today I work with startups that sell supply chain software, and with the enterprises that buy it. More about me
- Never both sides of one deal. I don't advise a vendor and its customer on the same relationship.
- Tool-independent. No commissions or referral fees from vendors.
- No direct competitors in parallel in the same segment.
Let's talk for 30 minutes.
Tell me where you are and where you want to be in six months. I will tell you whether I am the right next step, or who else might be.
- Within 24 hA reply with three open questions.
- Week 1A 30-minute working call.
- Within 48 hA one-page summary of what I heard.
- Week 2A fixed-scope proposal, or a clear "not now".