Serge T.

Leading business development, operating model design, and the build-out of repeatable commercial and operational playbooks, including opportunity qualification and pipeline structuring, for a cloud-native PaaS business. Supporting the transition from early-stage execution to scalable operations by structuring priorities, putting governance practices in place, and preparing value propositions and investor materials.

In parallel, advising an AI analytics startup on business logic and value realization: translating executive and operational questions into analytical frameworks, shaping expectations for AI-driven insight generation, and guiding how dashboards and conversational analytics surface actionable insights for CXO decision-making.

Led consulting projects for top-tier international clients across EMEA, from initial scoping through delivery. Selected examples:

• Advised supervisory boards in reviewing acquisition and divestment options for their asset portfolio.

• Assisted two active shareholders in exploring partnership scenarios, JV setup, and potential synergies.

• Led large-scale operating mode transformation program post-buy-and-build strategy execution, including org. restructuring, regional model redesign, and e2e process improvements, with ~15% spend reduction.

• Supported an OpCo carve-out as interim CEO advisor, managing liquidity and risks until the deal closure.

• Led commercial due diligence projects (sell-side) and supported SW firm due diligence (buy-side) for a PE. In the meantime, I have mentored individual consultants and trained junior engagement managers.

Led high-visibility consulting engagements across EMEA, managing stakeholder relationships and resource allocation. Managed project scope, timelines, and maintained structured communications. Selected examples:

• Managed ~10 operational excellence projects across EMEA, including diagnostics, initiative design, program governance setup, KPI tracking, and change management, delivering up to 5 p.p. EBITDA uplift.

• Designed and implemented performance management frameworks (KPIs, targets, MBO-style cascades), including baseline benchmarking, target setting, and ongoing performance tracking.

• Helped global OEM optimize external spending through new sourcing strategies, enhanced partner management, and procurement initiatives.