A full-time hire
€150K+/year
Six figures, months to onboard, hard to reverse — one bad hire costs you a year.
Lean has run on your shop floor for years — value stream, standard work, continuous improvement. That discipline never reached sales. That’s exactly what I bring to your office: a system that makes your pipeline visible, your next quarter plannable — and that belongs to you, not me.
+ Growth Systems & RevOps
+ Pipeline & Forecasting
+ AI-Powered Workflows
I look at your sales up close, we find the bottleneck together, and I build the system that fixes it — then run it with your team until it runs without me. Not a consultant handing over slides: someone who gets his hands dirty. The first month is on me, not on you.
Your shop floor
runs lean.
Your sales run on gut feel.
I change that.
The problem
The system most manufacturers are missing
Sales are busy — but nobody can say what comes out the other end. What’s missing is the layer underneath, the one that turns activity into revenue you can plan for. Its absence costs you every month: on Google and in AI answers, the buyer finds your competitor first. Growth hangs on two or three trade shows a year — in between, it goes quiet. Inquiries sit unanswered, the pipeline lives in people’s heads, and your best people are stuck on admin instead of in front of customers. And now AI lands on top: a new tool every week, everyone advising something different, and no one telling you what actually matters for your business. With a nine-month cycle, you notice three quarters later — when the pipeline is empty. There are the usual answers to this — none fits machine building. Mine is the different one.
An agency
Monthly retainer
Few of them know your market, most go for volume — and in an industry where word gets around, that puts your reputation and your prospects at risk.
An AI vendor
Per tool, per seat
Sells you software and leaves you to wire it up — one part, not a system, and next quarter there’s a newer one.
Doing it yourself
Your team’s time
Your best people spend months learning what an expert already knows — and they’re off the customer the whole time.
The fourth way
Fractional Operator
Someone who cuts through the noise, sets up the system with your team, and hands you the keys. First month on trial, then a fractional mandate — and the system stays yours, even if we part ways.
What I build
What I build
Three steps lay the foundation — analysis, plan, process. On top of it sits the operating system (04): the plant that takes over the busywork. And on top of that runs everything that brings revenue — campaigns, trade shows, indirect sales. Not as separate parts side by side, but as one line.
01 · Diagnosis
Sales Analysis & Planning (before the system)
First the findings: where time is lost, where rework piles up, where the line stops — and what of it could run on AI. Where the bottleneck really sits surprises most people. That sets the order we build in.
Where do we lose time, deals, and margin in sales — and what first?
02 · Strategy
Strategic Planning & Rollout (before the system)
The findings become the blueprint: your growth goals, boiled down to the few that count — and the order in which the plant gets built. The plan we measure everything else against.
We know where we want to go — how does that become a plan the team carries?
03 · Pipeline
Sales Process & Pipeline Architecture (before the system)
A clear path from first inquiry to order: fixed stages, clearly settled on who owns what — so every customer moves through the process the same clean way, not depending on whoever happens to be handling them. Like a line where every station is in place. The basis for a forecast that holds — and for everything that runs on the plant.
Does our sales run on a process — or does everyone do it their own way?
04 · Operating System
The Commercial Operating System (the system)
The plant everything runs on: a knowledge base that knows your products, processes, and language, plus the AI that takes over the busywork — research, qualification, follow-up, reporting. A human stays in control, GDPR-compliant.
How much of the busywork could run on AI — so the team can sell?
05 · Go-to-Market
Market Coverage & Campaigns (runs on the system)
Aim at the right accounts and turn them into meetings, not activity. Research, outreach, and follow-up run on the plant — prioritized properly, not by volume.
Are we going after the ready-to-buy accounts — and do they turn into meetings?
06 · Trade Shows
Trade-Show Operations (runs on the system)
Before, during, and after the show on one line: meetings booked before the first day at the booth, qualification at the stand, follow-up afterward — all on the plant, so booth contacts become pipeline instead of a stack of business cards.
Do our trade shows turn into pipeline — or a stack of business cards?
07 · Partner Sales
Partner-Led Operations (runs on the system)
Find, qualify, onboard, and stay on distributors — co-selling from day one, on the same plant as your direct sales, so the channel brings revenue instead of falling asleep.
Does our channel bring revenue — or just contracts that fell asleep?
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Who’s behind it
Why this works
Hi — I’m Benjamin. For a good twelve years I’ve helped industrial and life-science companies grow, and I see the same thing every time: strong engineering, held back by a missing commercial system. That’s exactly what I build and run — personally, hands-on, one day a week, out of Zurich. What’s rare about it: I’ve done it from all three angles — built it as a founder, delivered it as a system builder, owned it inside a corporation. So I’m not learning on your dime.
As a founder
I built and ran a profitable GTM/RevOps business with a small team (~€300K net). I know how to stand up a commercial system on limited means and keep it profitable — not on a slide, in practice.
As a system builder
I’ve already built the parts for every station in the chain — from finding the right customers to quoting, follow-up, and reporting. None of it comes off the shelf: each part is set up around your process and your situation. You get a proven foundation, not a prototype at your expense.
Inside a corporation
As Commercial Director at Bruker, I owned the entire commercial side — from pre-sales and quoting to order processing — and built out process and data management plus an internal consulting unit. Stints at Bühler, Andritz, and Tecan. I don’t need to learn how a manufacturer sells and where it snags. I’ve worked inside one.
~€2.0M
Qualified pipeline in 8 months · Andritz
~30/show
Qualified opportunities · Gerresheimer
~€400K
New business · Enlyze
How it works
The method behind it
Every mandate runs the same way. The topic changes, the method doesn’t: look, set the standard, ramp up station by station, refine. The same order you know from your production floor.
1 · Map (weeks 1–2)
I map your sales like a line, station by station, and find the real bottleneck — processes, pipeline, channels, data, ownership. That sets the order we build in.
2 · Set the standard (weeks 3–4)
First the foundation — process and pipeline — then the operating system that takes over the busywork. And only then, on top, what brings revenue: campaigns, trade shows, partners.
3 · Ramp up, station by station (live from week 5)
We start with the first station in live operation, a human stays in control, and we measure against where you were. Once the value shows in your numbers, the next station comes on — one after another.
4 · Refine, station by station (over ~3 months)
The plant is running, your team operates it themselves, and it gets better with every cycle — refined station by station, until it runs without me. In the end, it’s yours.
Underneath all four steps sits one idea — a Commercial Operating System: the structured layer connecting your strategy, your best-fit accounts, your pipeline, your process and your leadership visibility into one machine that runs whether or not I’m in the room.
Operated inside, and delivered for
Bruker BioSpin
Tecan
Bühler
Andritz
Gerresheimer
Enlyze
Enerfluid
Track record
Built, not just planned
Three mandates, three pieces of the same system — strategy, trade shows, digital sales.
Strategy & Plan
For Phabioc, a German life-science manufacturer, I ran a full Hoshin Kanri deployment: aligning the CEO and majority shareholder (Quadar Group) on one growth direction and translating it into an executable plan. I assessed the commercial maturity of the product lines and the sales infrastructure, co-developed two-year targets — including the infrastructure to carry a €20M pipeline — and broke it all down into quarterly priorities with clear ownership. Captured in an X-matrix, aligned with the financial forecast, anchored in a workshop in Stuttgart. This is the plan the system later grows out of.
Trade-Show Operating System
For Gerresheimer, a global packaging and pharma manufacturer, I turned four expensive trade shows into one operating system — across Europe, the US, and Asia. Every show ran the same way and on the same system: the right companies researched and meetings booked beforehand, qualified at the booth, followed up in a structured way afterward — and each show’s data sharpened the next. Instead of a list that goes cold after the show, a pipeline that never cools down. The measurable contribution: around 10% of the Syringes division’s annual result, attributable to the system.
Digital Sales
For Andritz, a global industrial-equipment manufacturer, I built and ran a complete digital sales channel for the spare-parts portfolio — an addressable market of ~€22M. Market analysis and a quantified growth case, segmentation for two markets, the sales process behind it, and a digital sales page with a variant configurator, so customers reach the right part without the back-and-forth. On top of it ran the multi-channel campaign — researched, approached, and followed up on the same system; I ran the DACH conversations myself. Result: ~€2.0M qualified pipeline in eight months.
Where to start
What I build depends on where it hurts
The diagnosis is universal. Where we start depends on your bottleneck — and it’s always built on the same system.
If your problem sounds like this …
I build and run:
“We live off two or three trade shows a year, cold outreach barely lands, and we can’t forecast the pipeline.”
A direct growth engine
Precise account targeting and multi-channel campaigns that produce a plannable pipeline — no more trade-show dependency. Runs on the system.
“We spend a fortune on trade shows and can’t prove the return.”
A trade-show engine
Targeting before the show, qualifying at the booth, follow-up afterward — turning the show into booked, measurable pipeline. Runs on the system.
“We need distributors, but hunting on LinkedIn doesn’t work — and the partnerships we do close fall asleep.”
A partner-led engine
Finding, qualifying, onboarding, and staying on distributors, with co-selling built in from day one. Runs on the system.
“Our pipeline lives in the heads of three salespeople — we can’t see it, trust it, or forecast it.”
The visibility layer
Process, stages, qualification, and clean handovers, so the pipeline lives in the system and your forecast holds. The foundation of the system.
“My team spends more time on admin than on selling — some of it should run on AI.”
The operating system itself
Research, enrichment, qualification, follow-up, and reporting run on AI, with a human in control. The plant all four above run on.
Pricing
One role. One number. The first month on me.
Revenue operations — or sales operations — and system building in one person: the combination most manufacturers won’t justify full-time, at a fraction of the cost. And in the end you keep the system, not just the hours.
The first month is the trial, and the risk is mine: you walk away with a clear picture — where you stand, where you want to go, and how to get there. If it fits, it becomes a mandate that builds your system station by station. And if you need more depth — interviews, workshops, a full maturity assessment — that’s part of the mandate, not billed on top.
The Fractional Role
€3,900 / month
My day, the framework, and the system I bring with me. I run the operations myself — diagnosis, build, and the work that keeps it running. One number, one decision. The first month is the trial; if it fits, it becomes a fractional mandate. And the system stays yours, even if we part ways.
Foundation & Execution
From €1,250 / month
Available when the foundation needs more hands than I can cover alone: I pull in resources from a small, seasoned team — data upkeep, process, research, reporting, campaigns. Half to one managed FTE (€1,250–€3,000). Scaffolding: once the system stands (~month 6), it winds down.
Put that next to the alternatives.
Full-time hire
~€140K/year
Six figures loaded, ~6 months to onboard, hard to reverse.
Agency
~€70–95K/year
Activity, not ownership — stops the moment you stop paying.
Doing it yourself
Your team’s time
Your best people stuck in admin instead of with customers.
The whole combination — revenue operations, sales operations, and system building — for about a third of a full-time hire. Live in weeks, the system stays yours, and the extra support tapers off as the foundation holds.
Proof · Live mandate
A foundation, turned into a plant.
Enerfluid — a maker of pneumo-hydraulic cylinders in Brescia — had strong engineering and growth that leaned on distributors. I built the operating system that makes their sales visible and plannable, and I run it across Europe. Built and run, not advised.
7
commercial systems built & running
3
markets · IT · Nordics · DACH
~1,000
account-intelligence pipeline
~80%
reply handling automated
The full commercial operating system — owned end to end: strategy, GTM, pipeline architecture, live campaigns, a digital sales engine, trade-show operations, and the AI underneath.
The campaigns produce the pipeline. The system beneath them — the knowledge base, the agents, the learning loop, the digital engine — is what compounds. And Enerfluid keeps it.
FAQ
Questions buyers ask
The practical questions manufacturers raise before starting — process, cost, and how this is different.
Month one is the probation — and it’s my risk, not yours. I run discovery: where growth is actually stuck — pipeline, event process, channels, tools, data, and who owns what — working from a few hours with your sales lead and read access to your CRM and event data. You come out with a clear, working understanding of where you are, where you want to be, and how to get there. If it’s not for you, you stop after month one and keep what we built. Everything stays confidential, and I’m glad to work under your NDA.
Because I come in with the framework — I’ve built these systems before, so the patterns are already proven and the timeline is short. One day a week is the senior layer: diagnosis, system design, direction, and the operations work itself — I’m the one pulling the weight, with the AI skills carrying the volume. If the build needs more hands than your team has, I can bring in a small team I direct — but that’s optional. The role works on its own.
One number: the fractional role at €3,900/month — my day, the framework, and the system I bring with me. Month one is the probation; cancel after if it’s not for you. Optional, only if you want to move faster: execution capacity — a small team I direct — from €1,250/month, which tapers as the system stabilises. Set against a €150K+ full-time hire you can’t reverse — or a single trade show at €50K–€300K that produces a stack of cards — the maths is straightforward.
Fast — because I’m not starting from scratch. The framework is built; I adapt it to how your company runs, so month one already gives you a clear read and a priority roadmap. The first system components are typically installed in the opening weeks, not quarters — and in an industrial cycle, pipeline compounds from there.
With them. I run the operations myself and build the system with your people, so the knowledge stays in the company. If there’s a capacity gap — the data, research, and follow-up work — I can bring in a small execution team I direct, so nothing stalls waiting for hands. That’s optional; the role stands on its own.
The goal is a running system your company keeps, not a dependency on me. Once it’s working and your team owns it, my role shrinks or moves to the next problem.