ACT PlaybookAbout
Hi, I’m Christian
For fifteen years I have seen startups from three angles: as a founder, as an operator inside companies that were scaling, and as an investor. All three have taught me that the best product does not automatically win. What wins is the idea that gets executed and the product that becomes known for solving a real problem.
The road there is rocky, it comes with setbacks, and it asks you to align rigorously to your customer and your market. That alignment rarely happens by accident.
What I keep seeing
Companies fall in love with their product, rarely with the problem
Every company I have worked in or with talked about its features. The pain of the buyer barely came up, and that runs straight through marketing and sales.
Pitches go nowhere, interest fades a week after the demo, and a business case never gets built, so the deal quietly dies in a budget meeting nobody invited you to. I have been on the wrong end of this many times, starting with my own first company.
The turning point
MongoDB showed me what a working system looks like
A value promise written in plain words, a sales process everyone follows, hard qualification, and rigorous execution. That combination made the company the leader in a field of more than a thousand databases, and in Central Europe we grew revenue more than twentyfold in five years.
This is sales 101, done consistently, by everyone, every quarter. I have since rebuilt the same system in five software companies at much earlier stages, and it holds up there too once you cut it to the stage the company is actually in.
Concrete outcomes: qualified pipeline tripled, ARR doubled inside a year, and existing customers expanded into multi-million deals. Along the way, the work meant rebuilding value architectures from scratch, opening the US market, making founder-led sales repeatable, coaching teams through their largest deals, and building outbound motions.
Why it stays missing
Almost nobody teaches this to early-stage teams
The programs that do teach it cost more than an early-stage company can spend. Reading a book rarely closes the gap either, and there is plenty of good literature, because this knowledge only sticks once you apply it to your own deals and your own buyers.
So the standard answer is still to hire a sales leader and hope they build the system. Without preparation, that answer costs nerves, money, and a year you do not get back.
What I am here for
Write the value down early, build the motion before you scale
A structured way to write down what your company is worth to a buyer, from your first customer conversations onward, and to keep sharpening it as you learn. Then a sales motion built in the early phase, so scaling your first sales organization becomes efficient instead of expensive.
For companies that took the second step before the first and hired ahead of the system, the work is the same. It starts from the deals you have already won and lost.
You work with me directly, in your business, on your deals. See how the work runs →
Bring me your situation
Thirty minutes on where revenue gets stuck today. You hear where I would start and how the work runs, and we both decide whether it fits.