Below is a short overview of my services for various categories of customers. It is very well possible that your area of interest is not listed. Please feel free to contact me anyway if you nevertheless feel inspired. We can then look into your specific request and evaluate if there is a match after all.

Please refer to the lower section of this page for additional explanation on the subjects covered in the table. Some topics are (almost) self-explaining and are therefor not elaborated on.

Should you feel you need further info, please contact me here.


Topics Covered

· Startups · Business Model (Canvas)
· Customer Discovery & Validation
· Strategy
· Company Identity
· Social Media & Blogging
· Promotional Collateral
· Cash Flow
· Scaleups · Company Building
· Sales / Pricing
· Fiscal / Legal / Financial subjects
· Cash flow
· Operational Improvement
· Delivery Mgmt & Customer Satisfaction
· VCs, Angels, Banks · Liaison
· Interim CEO
· Cash flow
· Operational Improvement
· Second opinion
· Trouble shooting
· Small and Medium Enterprises (SME) · Internal IT projects
· Sales / Pricing
· Fiscal / Legal / Financial subjects
· Cash flow
· Operational Improvement
· Delivery Mgmt & Customer Satisfaction
· IT Firms · Internal & External IT projects
· Project Oversight
· Operational Improvement
· Delivery Mgmt & Customer Satisfaction
· Government & Enterprises · Internal & External IT projects
· Project Oversight
· Operational Improvement
· Delivery Mgmt & Customer Satisfaction
· Contract Management


Contrary to common believe, startups are temporary organizations, designed to search for a scalable and repeatable business model.

The term temporary implies really temporary. Therefor, as an example, a six year old startups would be a contradiction in terms. It would rather be addressed as a one year startup and a five year struggle.

In the good old days, startups commenced their existence by writing a hefty business plan, raising a lot of seed capital and went on their way, developing the product or service as described in the business plan (BP) in great detail. Much to their surprise, the founders discovered very often, after burning through the seed funds, that their product was not wanted. Not wanted in the market as described in the same BP.  And, unsurprisingly, the numbers stating the revenues after product launch went up in smoke.

Needless mentioning that that made everybody very unhappy, founders and investors alike.

Now imagine the Startups would first focus on validating their plans by using an adequate framework, the Business Model Canvas. Very little funding is required at this point, and, equally important, the time frame to figure out what is a profitable business, is generally much shorter than achieving the same by product launch.

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Scaleups are the legitimate successors of startups. Once the startup has found its final Business Model Canvas and starts to get “traction”, i.e. starts generating meaningful revenues and attracts customer attention and adoption, it will transition into the realm of scaleups.

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Company Building

Company Building is a stage in the second phase (called “Execute”) of the Customer Development process.

Unsurprisingly, stated very briefly, it does exactly what it says: build the company.

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Business Model Canvas (BMC)

The Business Model Canvas is a very efficient method and modeling tool for startups and companies involved in launching new products or services. In short, the BMC is a framework to describe every (for profit) organization; some of the most important questions it will help you establish is which customers you wants to serve with what value proposition. Please bear in mind that this is very condensed description of the BMC.

Startups benefit greatly by using this framework in their search for a scalable and repeatable Business Model (BM). By shifting this effort all the way to the beginning, valuable resources (i.e. capital and time) will not be lost by first developing a product or service, only to discover afterwards that there is no market or need for such product or service.

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Customer Discovery & Validation

Customer Discovery & Validation are the first two steps -or first phase- (called “Search”) of the Customer Development process. Startups in search for their business model, begin with Customer Discovery and Customer Validation.

Very briefly stated, the discovery stage is exactly that, finding your customer segments which would be willing to buy your product. The validation stage deals with validating the segments you previously discovered. Again in short, should this fail, your startup must pivot. On the other hand, if validation is successful, the startup moves on to next phase in the Customer Development process.

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Cash Flow

Managing cash flow and optimizing working capital are essential for any company, but even more so for (quickly) growing companies. Cash and commerce are the blood and oxygen for businesses. Worth managing well, I would say.

It requires common sense, best practices and know how, but most of all attention and commitment. Don’t ask me why, but optimizing our working capital has always been right at the top of my favorite tasks. I mean, it’s a lot of fun.

But all joking aside, it never fails to amaze me to see how careless many companies operate on this subject. Only when the firm is in dire straits, at long last, the managers start to pay attention to cash.

Maybe I can help.

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Operational Improvement

Businesses, large and small, and government alike, have a mysterious tendency to operate sub-optimal. Operational Improvement aims organize work such that less time is wasted, rework is reduced or eliminated, products and services are delivered earlier and according to higher standards of quality.

On various occasions, I have been able to help achieve significant improvements in operational efficiency. Sometimes a fresh look at the business at hand, closer observation over an extended period of time and a well chosen nudge are the best start to important improvements.

Interesting fact: the organization at hand usually is very surprised that such results were even possible.

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Delivery Management & Customer Satisfaction

These two items are, in my opinion, very much intertwined. Usually, Delivery Management is viewed purely from a company-centric point of view. Put differently: a selfish point of view, geared towards savings.

Everybody understands that products and services have to be delivered, as part of an order, to the customer and preferably in a streamlined manner.

However, it is often overlooked that a proper, organised delivery process is a big deal for the customer. Often it is the one thing he or she will remember long after the project was closed.

It is therefor simply good business -and profitable- to have your delivery process in order.

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Sales / Pricing

Cash and commerce are the blood and oxygen for any business. It has been said before.

Since I started my career, I have had an incredible appetite for sales and the sales process. ever since, I have not seized the opportunity to study the sales process in depth, resulting in an extensive war chest of knowledge on the subject.

Sales is a topic completely immersed in myths, misconceptions, tons of BS etc. It is my job to separate the facts (or results of many years of best practices and research) for this mythology. And trust me, there is a lot to be done!

So I would like nothing more than a good chat about your sales teams approaches, if you feel there is room for improvement.

Pricing may not seem to be a related topic, but common practice has proven that the sales process is inundated in discussions about pricing. Most of the debates I have witnessed were about the salesperson thinking the prices (by being to high) were an obstacle in the sales process. This might be a straightforward attack on your bottom line! Discounts and unrealistic low prices will kill your company.

Now, the funny thing is, I am by no means a salesperson. Not at all. I just happen to be sitting on a wealth of knowledge about sales, from many years of experience and observation. So I won’t be easily able to help you as a salesperson. Sorry.

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Project Oversight

Project oversight is what I call the process of overseeing projects being managed (sometimes also called executive project management but I don’t like that phrase) . As far as I am concerned it has very little to do with acronyms, certificates like PRINCE2 etc. but with dedication, commitment, a somewhat profound -and therefor not superficial- understanding and appreciation of what the project team is doing. But most of all: respect for both the customer and the project team.

Over two and a half decades, I have been lucky to have overseen in excess of 500 projects and it was wonderful and very productive at the same time.

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Fiscal / Legal / Financial subjects

Let it be noted that I am neither a tax lawyer, nor a “normal” lawyer or accountant. The one thing I can’t do for you is to give advice as a licensed professional might be able to. A simple matter of legislation.

However, during my many years as entrepreneur, I have amassed a wealth of working knowledge about those topics which enables me to engage in professional conversations, exploring options, consequences, solutions or defenses. The finishing touch however, must be from a licensed professional.

“So why bother”, I hear you say? For a very simple reason: Business management is a valid “job” as any other, and however experienced the accountant or lawyer might be, he or she is usually not an entrepreneur.

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