You are still the sales director
You raised, you hired, and every deal still comes back to you. Nothing is structured, so nothing can be delegated, and growth is capped at your own bandwidth.
Fractional sales leadership
Your pipeline isn't legible, and nobody can say what will actually close this quarter.
I take over the revenue operation a founder shouldn't still be running — pipeline, forecast, CRM, the team — and I leave systems that keep working after I go. Twenty years of complex B2B sales across Europe: ten at SAP, then Stripe and Botify.
Available now · Remote, on European hours · Based in Nairobi, UTC+3 — online before your team starts
Founders and CEOs call me in three situations
The team has activity, not a method
Four to fifteen people selling. Plenty of movement, deals parked in stage three, a different story from every rep. What's missing is a mechanism, not motivation.
The pipeline lies
Forecasts don't hold, deals slip month after month, and the board finds the hole at the last minute. The problem is rarely effort. It's the reading.
Two ways to work together
Commercial diagnostic
€12,000 – 18,000
5 to 10 days
The real state of your revenue machine, in writing. I name the three to five bottlenecks actually holding the number back, and the plan to clear them. If it leads to a mandate, it is deducted from the first invoice. If it shouldn't, I tell you during the call.
- Pipeline audit and forecast reliability
- Interviews with the sales team
- CRM, sales stages and cycle review
- Written report and a sequenced plan
- Read-out to the leadership team
Fractional mandate
€1,500 – 1,800 / day
2 to 3 days a week, over 12 to 24 weeks
I run the sales organisation part time and execute. I don't advise from the touchline: I take deals myself, and I hand everything over before I leave. You get a sales leader now, at a fraction of the cost of a full-time hire you aren't ready to make.
- Operational sales leadership
- Narrative rewritten, ICP made explicit
- CRM stages and forecast rebuilt
- Weekly cockpit, one owner per action
- AI agents installed and handed to a named internal owner
How a mandate runs
-
1
Diagnostic Weeks 1–2
Offer, pipeline, CRM, sales cycle, team rhythm, conversion rates. I name the bottlenecks that actually hold the number back.
-
2
Rebuild Weeks 3–8
ICP made explicit, narrative rewritten, CRM stages redefined, a forecast that holds, a weekly cockpit with a decision log.
-
3
Execution Throughout
I take deals myself: account strategy, executive pitch, objection handling, closing plan.
-
4
AI layer In parallel
Agents deployed on account research, meeting prep, CRM hygiene, reporting and executive briefs.
-
5
Handover Final two weeks
Everything moves to your team, documented, with no dependency on me.
What I built recently
A build, not a client reference: Tadaame is my partner's firm. I name it because it shows concretely what I install — not to borrow credibility from it.
Tadaame
Brand strategy consultancy · Paris
Positioning and go-to-market, a site rebuilt from scratch, and a signals machine that continuously feeds content pages mapped to what her buyers actually search for. The system runs without me — that is exactly the layer I install on a mandate.
Where I have already done it
20+
years in enterprise software
€1M+
complex B2B deals signed
30+
contributors aligned at Stripe
5x
pipeline coverage held at SAP
SAP
EMEA · ten years
Enterprise go-to-market, transformation deals, 5x pipeline coverage.
Stripe
Continental Europe
Billing & Revenue Automation, thirty-plus contributors aligned on one execution.
Botify
Southern Europe
Strategic accounts, long cycles, executive buyers.
AiZimov
Co-founder and CRO
AI sales-automation SaaS. MVP sold into large accounts.
What I build
My own products, not client references. They show what I can put in place — not a commercial result obtained at someone else's company.
Retry Revenue
Live product
Revenue recovery for subscription teams: failed payment retries, involuntary churn reduction.
Atlas Compliance
Concept
Compliance platform: obligations, deadlines and licences in one place.
Sales agents
In production
Account research, meeting prep, CRM hygiene, reporting, executive briefs. This is what I install on a mandate.
Who I'm not right for
- You need someone in the office five days a week. I work remote, with travel for the moments that matter. If presence is the requirement, we'll both waste our time.
- You're looking for someone to make call volume or replace a rep. That's a different job.
- The founder or CEO doesn't have three hours a week for the mandate. It will fail. I learned that the hard way on a project where my co-founder wasn't involved.
- You want a report, not a change. A consulting firm will do that better and cheaper than me.
- You don't have customers yet. Your problem is the product, not the selling.
Before writing to me, check for yourself
A fifteen-minute self-diagnosis grid on forecasting: five readings to dig out of your committee minutes, and a numeric decision rule. Fill it in alone, with no tool and without me. If it settles your problem on its own, all the better.
Questions I get asked
Is this interim management?
Not quite, and the difference matters. Interim management in Europe usually means replacing a departing director, full time, on site, for six months. What I do is part time and remote: two or three days a week, so you get a sales leader without carrying a full-time salary or waiting six months to hire one. If you genuinely need somebody in the building five days a week, say so early and I'll tell you I'm the wrong person.
Why fractional rather than hiring?
Hiring a sales director takes three to six months and commits you for years. I start within a week, for a bounded period, and I leave when the machine runs. You hire afterwards — better, because the role is finally defined and you know what to look for.
What does it actually cost?
The diagnostic: €12–18k for 5 to 10 days. The mandate: €1,500–1,800 a day, two to three days a week over 12 to 24 weeks. For comparison, in France — where this market is well documented — an interim management firm bills its client around €1,220 a day on average and up to €1,800 for a senior profile, with its own commission inside that number, full time. My rate sits in the same range, without the intermediary, and you pay for two or three days rather than five.
You're based in Nairobi. How does that work?
I'm at UTC+3, one to two hours ahead of most of Europe: I'm online before your team starts and I overlap with your whole day. The work is remote by design, which forces everything to be written down — and written-down is precisely what a mandate should leave behind. I travel to Europe for the moments that deserve it: the kickoff, board meetings, the customer meetings that matter.
Which markets do you work in?
Europe, in English or French. My roles at SAP, Stripe and Botify all covered European or EMEA scope, so multi-country selling, long cycles and executive buyers are the normal case for me rather than the exception.
What do I get at the end?
A legible pipeline, CRM stages that match your real cycle, a forecast that holds, a weekly ritual with one owner per action, and the AI agents in place, documented and handed to somebody named inside your company.
What if it doesn't work?
The diagnostic is bounded: ten days, one written deliverable. If it teaches you nothing, you stop there. That is what it's for — commit a little before committing a lot.
What size of company do you work with?
Between €1M and €20M of revenue, with a sales team of 3 to 30. Below that there is no machine to fix yet. Above it, the problem becomes political as much as operational.
Describe the situation
Four fields. I answer within 24 hours, and I'll tell you plainly if it isn't for me.