A senior full-time hire
€150K+/yr
Six figures, ~6 months to onboard, hard to reverse if the fit is wrong.
I step into the senior role most manufacturers can’t justify hiring full-time — part commercial-operations leader, part revenue-operations specialist.
+ Commercial Operations
+ Pipeline & GTM Systems
+ AI-Assisted Workflows
I diagnose where growth is actually stuck, build the operating system that fixes it, run it alongside your team, and hand over something that keeps working. One day a week — and the first month is my risk, not yours.
Fractional Commercial
Operations &
Growth Systems
for Industrial
Manufacturers
The problem
Why the usual options don’t fit
You’re not short on activity — you’re short on the system underneath it. The layer that makes pipeline visible and next quarter forecastable. Most manufacturers don’t have it, and the usual ways to fix it don’t fit a nine-month industrial sales cycle. So I built a fourth option.
An agency
Monthly retainer
Sells you “leads,” doesn’t know a nine-month sales cycle, and stops when you stop paying — you own nothing.
Doing it yourself
Your team’s time
Your best people spend months learning what a specialist already knows — while competitors move.
A fractional operator
From €3,900/mo
A senior operator who builds the system with your team and hands you the keys — live in weeks, cancel after month one, and it stays yours.
What I build
What I build
Seven layers of one commercial operating system — diagnosed, built, and run. Scroll through what each one does, and the question it answers.
01 · Diagnosis
Sales & Commercial Operations Planning
I examine your system, processes and organisation — what works, what doesn’t, what could run on AI — then define the plan to fix it, in order.
Where is our commercial engine losing time, deals, and margin — and what do we fix first?
02 · Strategy
Strategic Planning & Deployment
I turn your growth ambitions into a plan the team can run: the few objectives that matter, cascaded and reviewed on a rhythm. Hoshin, without the jargon.
We know where we want to grow — how do we turn that into a plan the team can run?
03 · Pipeline
Sales Process & Pipeline Architecture
CRM, stages, qualification, handoffs and SLAs — so the pipeline lives in the system, not in people’s heads, and you can forecast against it.
Can we see and forecast our pipeline — or does it live in reps’ memory?
04 · AI-Betriebssystem
Commercial Operating System
The AI-powered system that runs the repetitive work — research, qualification, follow-up, reporting — so the team sells instead of administrates. Human-in-the-loop, GDPR-compliant.
How much of our busywork could run on AI — so the team focuses on selling?
05 · Go-to-Market
Go-to-Market & Sales Campaigns
ICP, segmentation and account prioritisation — so outreach hits the right accounts — then campaigns sequenced to produce booked meetings, not activity.
Are we going after the accounts most likely to buy — and do campaigns turn that into meetings?
06 · Partner-Led
Partner-Led Operations
The partner GTM as a system — finding, qualifying, onboarding and tracking distributors, with co-selling from the start — so the channel produces revenue you can see.
Is our channel producing revenue — or just signed agreements that went dormant?
07 · The role
A fractional operator
A senior operator who builds the system with your team and hands you the keys — live in weeks, cancel after month one, and it stays yours.
Why hire for one seat when you can install the whole system?
Scroll to explore
Who’s behind it
Why this works when the others haven’t
Hi — I’m Benjamin. For ~12 years I’ve helped industrial and life-science companies grow, and I kept seeing the same thing: strong engineering stuck behind a missing commercial layer. Fixing it takes three things — and I’ve done all three: I’ve run it at industrial scale, done it as a founder, and I build the systems myself, including the AI. Hands-on, one day a week, from Zürich.
I’ve run it at industrial scale
At Bruker BioSpin I led global commercial operations across three hubs and 100+ people and supported ~35% cost savings (~€4M). I don’t need to learn how a large commercial organisation works — I’ve operated inside one.
I’ve done it as a founder
I built and ran a profitable GTM/RevOps business (~€300k net profit) with a small team. I know how to install these systems with limited resources and make them pay — not just specify them on a slide.
I build the systems myself — including the AI
A working library of 15+ reusable AI/automation skills runs an account-intelligence pipeline at ~1,000-account scale. You’re not paying me to figure it out on your time.
~€2.0M
Qualified pipeline in 8 months · Andritz
~30/event
Qualified opportunities · Gerresheimer
~€400k
New business · Enlyze
How it works
The framework behind it
Every engagement runs the same way. The topic changes; the method doesn’t.
1 · Diagnose (weeks 1–2)
I map where growth is actually stuck — workflows, pipeline, event process, channels, tools, data, who owns what, and what could run on AI. The real bottleneck is usually a surprise. You can’t fix the system until you’ve found the break.
2 · Build (weeks 2–3)
I design the growth model and a priority roadmap — what gets fixed first, second, third; what I own, what your team owns, what added capacity executes. One plan, sequenced, with the metrics we’ll judge it by.
3 · Run (week 4+)
We deploy — and I build it myself. Not a manager handing tasks down; I’m in the system doing the work: data, research, workflows, follow-up. Your team owns their parts and we run it together. Extra hands only when volume needs it — the default is me, hands on.
4 · Hand over
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.
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
Recent work
Latest completed projects
Three recent engagements — the strategy, the system, and the pipeline they produced.
Strategy Development & Deployment
For Phabioc, a German life-sciences manufacturer, I ran a full Hoshin Kanri strategy deployment — aligning the CEO and the company’s major shareholder (Quadar Group) on a single growth direction, then translating it into a plan the business could execute. I assessed commercial readiness across the core product lines and the sales infrastructure, co-developed two-year breakthrough targets for each (including direct and indirect GTM for the lead products and the infrastructure to support a €20M pipeline), and broke them into quarterly priorities with clear ownership. The roadmap was aligned to the financial forecast with the finance lead, captured in a master X-Matrix and an execution deck, and validated in a four-hour on-site workshop in Stuttgart that secured stakeholder buy-in — followed by advisory sessions to support implementation.
Event Operations
For Gerresheimer, a global packaging and pharma manufacturer, I ran event operations as a year-long system across four strategic trade shows spanning Europe, the US, and Asia — turning a calendar of expensive fairs into a single, measurable pipeline engine. Each event followed the same arc: AI-assisted research and enrichment to build a prioritised target list from the attendee and exhibitor base, pre-event outreach to book meetings before anyone landed on the floor, on-site qualification during the show, and structured follow-up after — with the data from each event feeding the next, so targeting got sharper show over show. The result was roughly 30 qualified opportunities per event, with spend tied to booked pipeline instead of a stack of badge scans nobody touches.
Virtual Distribution
For Andritz, a global industrial-equipment manufacturer, I built and ran a full virtual-distribution model for their extrusion spare-parts portfolio across the petfood and aquafeed markets — a ~€22M addressable opportunity. The engagement covered the whole arc: market analysis and a quantified growth case, GTM planning and segmentation for both markets, the sales process and SLAs to run it, and a digital sales page backed by an internal variant configurator so customers could reach the right part without a manual back-and-forth. On top of that infrastructure I planned and executed a multichannel campaign — accounts researched, scored and enriched, with me running the DACH calls directly and a second person covering the other countries. The result: roughly €2.0M in qualified pipeline in eight months.
Where to start
What I build depends on where you’re stuck
The diagnostic is universal. Where we start depends on your bottleneck.
If your problem sounds like…
I build — and run —
“We live off 2–3 trade shows a year, cold calling barely responds, and we can’t forecast pipeline.”
A direct growth engine
Best-fit account targeting and multi-channel campaigns that produce a forecastable pipeline, not trade-show dependency.
“We spend a fortune on events and can’t prove the return.”
An event engine
Pre-event targeting, on-site qualification, and follow-up that turns fairs into measurable, booked pipeline.
“We need distributors, but LinkedIn hunting isn’t working — and the partnerships we sign go dormant.”
A partner-led engine
Finding, qualifying, onboarding and tracking distributors, with co-selling built in from the start.
“Our pipeline lives in three reps’ heads — we can’t see it, trust it, or forecast it.”
The visibility layer
CRM, stages, qualification and SLAs, so the pipeline lives in the system and you can forecast against it.
“My team spends more time on admin than selling — surely some of this could run on AI.”
The commercial operating system
Research, enrichment, qualification, follow-up and reporting running on AI, human-in-the-loop, so the team sells instead of administrates.
Pricing
One role. One number. Your risk-free first month.
The senior role most manufacturers can’t justify hiring full-time — for a fraction of the cost, cancellable after month one, and the system stays yours.
Month one is the probation, and it’s my risk: you come out with a clear read on where you are, where you want to be, and how to get there. Need deeper rigour — interviews, workshops, a full maturity assessment? Handled inside the assignment, not billed extra.
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 it takes to make it hold. One number, one decision. No long contract, no lock-in. Cancel after month one and keep what we built.
Foundation & Execution
From €1,250 / month
Extra hands when you want to move faster. The role works on its own; this adds directed capacity when the foundation needs more hands than we have — data integrity, process, research, reporting, campaign support. A half to a full directed FTE (€1,250–€3,000). It’s scaffolding: as the system stabilises (~month 6), it tapers and comes down.
Set that against the alternatives.
Full-time hire
~€195K/yr
Six figures loaded, ~6 months to onboard, hard to reverse.
Agency
~€70–95K/yr
Activity, not ownership — stops when you stop paying.
Doing it yourself
Your team’s time
Best people pulled off selling, lost to admin.
Senior commercial-operations capability for roughly a third of a full-time hire — starting in weeks, cancellable after month one, the system stays yours, and the support is built to decline as the foundation holds.
Proof · Live engagement
A foundation, turned into an engine.
Enerfluid — a pneumo-hydraulic cylinder manufacturer in Brescia — had real engineering and distributor-dependent growth. I took over the full commercial scope across Europe and built the system that turns it into a forecastable pipeline. Built and run, not advised.
7
commercial systems built & running
3
markets — IT · Nordics · DACH
~1,000
account-intelligence pipeline
~80%
reply handling automated
Full commercial operations — owned end to end: strategy, GTM, pipeline architecture, live campaigns, a digital sales engine, event operations, and the AI system underneath.
The campaigns produce the pipeline. The system they run on — the knowledge base, the agents, the learning loop, the digital engine — is the thing that 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.