Situation (S)
Transitioned from a corporate environment to a fast-paced digital sector with zero existing operational structure.

Task (T)
Build a digital agency from the ground up, establish scalable delivery processes, and reach a stable annual revenue of €300,000.

Action (A)
Designed the core process architecture and GTM strategy. Managed P&L, team recruitment, and client retention. Implemented Agile/Scrum to standardize digital delivery and ensure service quality.

Result (R)
Successfully launched and scaled the agency, maintaining €300,000 annual revenue for 5 years. Established long-term operational stability and high client satisfaction in a high-uncertainty environment.

Situation (S)
Identified a critical gap: SMB clients lacked the operational maturity to handle growth, leading to high churn and wasted marketing ROI.

Task (T)
Design and launch a new consulting arm ("2x2 Management") to build operational foundations for clients and reach €200,000 in annual revenue.

Action (A)
Created a proprietary consulting methodology (Audit → Strategy → Process Architecture). Acted as Strategic Lead, implementing systemic fixes before scaling client marketing.

Result (R)
Scaled the practice to €200,000 annual revenue. Clients achieved sustainable growth through robust operational systems, significantly reducing business failure rates.

Situation (S)
A strategic pivot from service to product: launching a new furniture brand with zero existing operational structure, manufacturing, or GTM strategy.

Task (T)
Execute a full end-to-end launch. Establish manufacturing, design the GTM strategy, and secure market entry via major international exhibitions (Europe & NY).

Action (A)
Acted as Strategy & Operations Lead. Designed the pricing model and SKU matrix. Built the Supply Chain from scratch and coordinated complex international logistics and business development for global debuts.

Result (R)
Successful international launch. Secured first global clients and validated brand viability, establishing a solid foundation for further international scaling.

Situation (S)
A major business transformation aimed at launching a new strategic distributor to serve as the primary growth engine for the region.

Task (T)
Lead the project end-to-end: from partnership negotiations to operational launch. Goal: scale revenue from zero to €10M+ in Year 1, with a long-term target of €100M.

Action (A)
Acted as Programme Manager. Negotiated partnership terms and aligned cross-functional teams (Logistics, Finance, Marketing, IT). Designed and implemented the entire operational infrastructure, including order management and reporting systems.

Result (R)
Successful launch; reached the €10M+ target in Year 1. The program successfully scaled to €100M in annual revenue, proving the robustness and scalability of the established model.

Situation (S)
A lack of centralized analytics for a new distributor caused significant delays, with strategic quarterly decisions stalling until the end of the first month.

Task (T)
Implement a systemic Data-Driven approach. Create a KPI framework and automated dashboards to drastically reduce the lead time for strategic decision-making.

Action (A)
Defined key performance metrics and automated data collection. Deployed interactive dashboards (QlikView/Power BI) and established a cadence of weekly/quarterly reviews to align operations with real-time data.

Result (R)
Slashed decision-making time by 30% (from 4 weeks to 1 week). This provided leadership with 3 weeks of additional "strategic runway" each quarter for proactive adjustments.

Situation (S)
The business suffered from operational chaos and a lack of a unified digital workspace, forcing the owner to manage every day-to-day task manually.

Task (T)
Build a scalable operational infrastructure from scratch to enable full delegation and free up 80% of the owner’s time for strategic growth.

Action (A)
Clarified roles and functional zones.
Implemented CRM/Project Management system "Asana". Engineered an end-to-end operational flow to ensure high-quality delivery without owner oversight.

Result (R)
80% reduction in the owner’s operational workload. Transitioned from manual oversight to a systemized, tool-driven environment& Created a stable, independent operational "skeleton" that supports predictable growth.

Situation (S)
Faced a critical gap between revenue and profit: high sales volume but zero profitability due to manufacturing chaos and uncontrolled OpEx.

Task (T)
Conduct a full operational and financial turnaround to stabilize the P&L, standardize processes for scale, and secure a major distribution channel.

Action (A)
Acted as Operations & Strategic Lead. Conducted a deep P&L audit and implemented Lean principles in production. Renegotiated supplier terms, secured a partnership with a federal retail chain (26 SKUs), and delegated 70% of day-to-day operations.

Result (R)
Transformed the business into a profitable enterprise. Achieved massive channel expansion via federal retail listing. Freed the owner’s capacity for strategic growth instead of firefighting.

Situation (S)
High operational overhead caused by a fragmented distribution network (13 direct partners), leading to excessive logistical and administrative costs.

Task (T)
Design a new distribution model to drastically reduce expenses and streamline the entire supply chain.

Action (A)
Initiated and led a total restructuring: transitioned from 13 direct partners to 3 Master Distributors using Lean principles. Aligned Legal, Logistics, and Finance to ensure a seamless operational migration.

Result (R)
Slashed logistical and administrative costs by 30%. Significantly reduced documentation volume and headcount requirements, redirecting resources toward strategic growth investments.

Situation (S)
Destructive price dumping among 13 distributors in the HoReCa channel led to market chaos and critically low profit margins.

Task (T)
Eliminate the "price war" by establishing a unified, transparent pricing model to increase channel margin by 12% and shift focus to service quality.

Action (A)
Spearheaded the pricing standardization project. Conducted complex negotiations to ensure Stakeholder Alignment across all 13 partners. Introduced a one-year client exclusivity incentive to secure distributor buy-in.

Result (R)
Successful adoption of the model by 100% of partners. Achieved a 12% increase in channel margin and stabilized the market, allowing distributors to focus on service and territorial expansion.

Situation (S)
Operating in a hyper-competitive market where aggressive sales growth was strictly dependent on the high-efficiency use of a substantial marketing budget.

Task (T)
Oversee an annual budget exceeding €2M to drive a 20% sales increase and coordinate a complex portfolio of 60+ B2C promotion campaigns.

Action (A)
Developed a strategic resource allocation framework. Implemented rigorous budget controls and performed real-time ROI analysis for every campaign, allowing for agile strategy adjustments based on performance data.

Result (R)
Consistently achieved 20% YoY sales growth, ensuring a verifiable and optimized return on marketing investment (ROMI).

Situation (S)
An operational growth crisis triggered by a lack of systematic personnel management, resulting in high attrition and a lack of standardized training.

Task (T)
Conduct a deep audit and build a systemic HR infrastructure (Hiring, Training, Performance Management) to enable delegation and scalable growth.

Action (A)
Acted as Process Owner. Designed and implemented three core systems: Hiring/Onboarding, Training/Certification, and an OKR/KPI framework. Established a cadence for regular strategic planning.

Result (R)
Reduced attrition by 20% and accelerated onboarding time by 35%. Improved execution discipline, with quarterly goal completion increasing by 15%.

Situation (S)
A 5-store retail chain was operating at a loss due to operational inefficiencies and an outdated market strategy.

Task (T)
Achieve urgent financial stabilization (break-even) and transform operations to restore scalable growth.

Action (A)
Conducted a financial audit and closed an unprofitable division. Revised the product matrix and purchasing strategy. Developed and implemented operational systems to ensure supply stability. Introduced key performance indicators to track SKU profitability and inventory turnover.

Result (R)
The transformation drove a 25% increase in sales across remaining locations. Successfully transitioned the chain from a loss-making entity to a profitable, systemized & profitable business.