Fifteen years on the commercial side of B2B: closing, building go-to-market from nothing, and running sales teams for software, AI, and security companies. All of it trained one discipline: find where a business actually makes its money, what compounds, what quietly breaks, and what would make it worth more.
A career on the commercial side of B2B: as a revenue operator, a partnerships lead, and an operator embedded with founders. A few of the outcomes:
The throughline: prospecting to close, building go-to-market from nothing, and running partnerships, embedded alongside founders and small commercial teams, carrying the commercial domain end to end. I've sold for American companies in Africa and Europe, and advised European companies entering the US.
"We need more leads" is almost never the real problem. The offer, the buyer, or the price usually is. I fix the system that converts demand, not just the volume going into it.
Perfect execution of the wrong strategy will still fail. The expensive mistake is the wrong sequence, chosen before anyone is paying close attention: the untested assumption, the position no one pressure-tested. That is the part I look at first.
The US isn't "Europe, but bigger." Buyer expectations, price sensitivity, and the sales motion all shift at the border. I've worked both sides of it, and with companies making the move, so I've seen where it breaks.
Every read ends on the questions a buyer would open with: where does the cash really come from, what survives without the founder, what quietly caps the growth, and what would make this worth more. The breakdowns below are how I practise those questions in public.
When I want to show how I read a business rather than tell you, I break one down the way a buyer would: how it actually makes money, what compounds, what quietly breaks, and what would make it worth more. Named companies, real numbers where I can find them, honest about the estimates.
One pricing choice, billing per employee, explains the multi-billion valuation and the contraction when European hiring froze.
Read the breakdown →South Africa's digital bank acquires customers for a few dollars at grocery kiosks. The earning happens behind the account, in the float and a fast-recycling lending book.
Read the breakdown →Buy small, durable vertical software companies, never sell, reinvest the cash at a hurdle rate that never moves. What you do with the cash eventually matters more than operations.
Read the breakdown →Quick, no sign-up wall. A 90-second diagnostic of where you stand, and a pocket guide to the first decisions that actually move the cost.
Five questions for a European founder weighing a US move in 2026-27, and a clear read of what to get right before you commit budget.
Take the diagnostic →The first decisions that matter crossing into the US: entity, hiring, pricing, and the sales motion that shifts at the border.
Open the guide →I believe private enterprise, done well, gives people dignity and opportunity like little else. That is most of why I do this work, and why I would rather earn your trust with a useful idea than a borrowed credential.
On the commercial side of B2B I have built revenue functions from scratch as a revenue operator, rebuilt pricing and go-to-market as a partnerships lead, and operated embedded with founders selling SaaS, AI, and security platforms across Europe, the US, and Africa. The longer I do this work, the more it points at the ownership side of it: not just running the commercial engine, but having a stake in where it goes. So I study businesses the way the people who buy them do, and the breakdowns are that study happening in public, on named companies, with real numbers.
Glad to meet people who think clearly about how businesses work, whether you are growing one, weighing a move into the US, or buying or selling one.
When there's something genuinely worth saying about how a business makes money, I send it here. No filler.
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