I walk into a new market alone and build the commercial operation from zero — covering the functions that will later have dedicated owners, before building the full organization makes economic sense.
Took an unknown legal entity with zero operations to a recognized systems integrator with € seven-figure turnover in a foreign market.
One role · here's what it actually contains
Sell
From first contact to closed deal, on a market that didn't know us yet.
Win technical business
Tenders, technical specs, documentation.
Contract
Draft and negotiate agreements, and work through complex legal issues with counsel.
Move money & goods
Invoicing, payments, accounting liaison; shipping, freight forwarders, customs brokers.
Represent the company
With customers, suppliers, contractors, public bodies, owners and senior management.
Build compliance
Coordinate ISMS and GDPR/NIS2 readiness — risks, assets, vulnerabilities, policies, controls and ownership.
Bridge the engineers
Live PL↔EN↔RU between local techs and HQ.
Build the brand
Marketing end to end — from idea and design to production and events — to make an unknown company visible.
The working model
One person owns getting the commercial operation to work.
Business is built through people. Customers, engineers, suppliers, owners, lawyers, accountants, contractors. Systems matter and processes matter — but somebody still has to make all of them pull toward the same outcome.
I do that at the stage where you already need sales, contracts, logistics and local presence, yet building the full organization to run them is premature. I do what needs doing, use the people and resources already there, and grow each function until it has a clear owner.
Do
Hands-on in the work itself — the deal, the contract, the shipment — so nothing stalls while the function is still taking shape.
Build
Turn each function into a repeatable process with a clear owner, instead of a person-shaped dependency.
Orchestrate
Know what must exist, in what order, where it usually breaks — and keep the whole operation working as one.
Started with an empty office, zero local contacts and zero local language. I learned the operation by doing every part of it myself before building it into functions. The market, the language, the systems — all from the ground up. And not just once.
Handoff
I'm not built to be your bottleneck. The less the operation needs me, the better I've done the job. I build the seat, then I give it away.
Tell me what you're building.
A market to enter, an operation to stand up, a commercial problem that needs an owner.
I'll tell you straight whether I can help, how I'd approach it, and what it'll cost.
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