Following the arrival of an investor, the organisation needed to accelerate growth. Revenue still relied heavily on dedicated servers, while its strategic future lay in cloud infrastructure.

Revenue was declining, cloud-sales expertise was lacking, and sales and marketing were not operating as one commercial team. At the same time, the organisation needed to generate €235,000 in additional MRR within one year.

I refined the ICPs and product-market combinations and developed a joint sales and marketing plan. For the dedicated-server market, I recruited a specialist who could leverage both an established network and a proven market approach. I also trained the team, paired field and inside sales in account pods, and professionalised CRM and funnel management.

Revenue at a dedicated-server provider was heavily concentrated among a few large international customers. Payment defaults created a precarious trade-off: strict enforcement could prompt these customers to switch providers, immediately causing significant revenue loss.

Sales consisted of a small, predominantly junior team without structured leadership, a clear go-to-market strategy or a predictable funnel. At the same time, the organisation needed to become more attractive to a new investor.

As Director, I structured sales conversations and funnel management, strengthened sales and marketing, and reconfigured HubSpot accordingly. I also improved collaboration with the network team and shifted the market approach towards reputable Dutch B2B organisations.

An international IaaS provider with strong roots in gaming sought to expand into the enterprise market. Its horizontally structured business model delivered scale but provided insufficient margins and differentiation in a highly competitive market.

The organisation lacked fully developed sales and marketing functions, as well as the market expertise and seniority required to build them. Its technically driven executive team approached growth primarily from a solution-first perspective, leaving target markets, value propositions and commercial direction insufficiently defined.

As CCO, I developed a sales and marketing plan centred on selected industry verticals and value creation. I built out the sales and marketing functions, recruited and trained new team members, introduced sales enablement tooling and led a website redesign to support the enterprise positioning. I also developed strategic partnerships and a reseller channel, while guiding the executive team through the transition from technology-led to market-led growth.

An established insurer was losing ground to digital InsurTech competitors. Outdated mainframes delayed product development and forced the organisation to maintain costly peak capacity throughout the year.

Actuarial calculations took 48 hours, while claims surges generated high infrastructure costs. At the same time, risk leadership blocked cloud migration due to concerns about data residency, GDPR and DORA.

I translated these constraints into HPC, auto-scaling and a secure, segregated European cloud environment. Architecture, compliance and FinOps specialists were each assigned a distinct stakeholder mandate. A Proof of Concept and phased land-and-expand model made the technical, financial and legal risks manageable.

Following years of acquisitions, the client operated three European data centres with separate suppliers, contracts and security audits. Consolidation into Amsterdam and Frankfurt was intended to reduce costs, compliance complexity and knowledge silos.

The migration was permitted no more than fifteen minutes of downtime. Although our technical expertise was an ideal match, the client questioned whether the organisation was mature enough to manage an operation of this scale. At the same time, the junior sales team lacked experience with corporate tenders.

As Commercial Director, I led the development of a technical blueprint and phased migration strategy using real-time replication and shadow runs. I paired senior engineers with sales, introduced a strict communication and decision-making playbook, and mitigated the migration risk through a financially backed SLA.