The millionaire question: how long does your company run without you?
You've built something that works. It just only works as long as you keep running. An external CEO takes over the steering of strategy and numbers — so your company holds up even on the days you don't pull. You stay the owner. You finally get someone at the wheel.
Not out loud. More the thought at 11 p.m., when the laptop finally closes.
If you nodded at more than two: this isn't an effort problem. Keep reading.
And it has three layers — most people only talk about the first.
Every decision, every approval, every problem lands on you. Without you the machine stops. You decide on gut feel because clean numbers are missing — and growth happens by chance rather than by steering.
You work more than your employees and still carry the whole thing alone in your head. A holiday feels like a risk, not a rest. And quietly the question: was that it? Is more company just more of this?
You became an entrepreneur to lead — not to be the best-paid employee of your own company. A business that only works with you isn't a business. It's a very exhausting job you gave yourself.
Because your company keeps growing — and with every stage, the bottleneck that is you gets more expensive. Not someday. Every month.
Without clean numbers you don't know which client and which channel actually bring margin. You subsidise loss-makers and leave winners lying — month after month, without noticing.
More people without clear leadership means more questions, more fires, more nights in your head. Your team becomes a burden instead of leverage — and you get more tired, not freer.
Another year of doing it all yourself is another year without a resilient system — and the risk of becoming the founder who burns out before the company ever ran without him.
Almost every entrepreneur I work with came with exactly this feeling: successful — and trapped anyway. I don't deliver a recommendation from the sidelines; as your external CEO I take responsibility for strategy and numbers. You stay the head of your company. I'm the one who already knows the way.
And that's only a slice. Among other things we solve margins that are too thin, processes that are too slow, brakes on development — and the 99% of bottlenecks you otherwise push ahead of you day after day, simply because there's never time for them.
I'm the strategist, the numbers brain and the leadership force. The execution runs through a well-oiled setup of lean processes, flexible resources and your team — under my steering. I don't do your day-to-day; I steer it.
This is the state we work towards together — not as a promise, but as the clear goal of steering.
You see at any time where your company stands — which numbers matter and what to do next.
Growth is steered instead of hoped for: with a roadmap, metrics and leadership that grows with it.
The day-to-day runs through system and team. You decide, instead of being stuck in every task.
You work on the business again instead of just in it — as an owner who leads instead of being driven.
Transparency: I built and ran the following companies myself — these are my own ventures, not a portfolio of other clients' successes. Exactly this hands-on practice in strategy, numbers and leadership is what I bring in as your external CEO.
Own company developed from idea to steering — via strategy, metrics and team leadership.
Operational business with a real team, real numbers and day-to-day — leadership and steering first-hand.
Scaling an own business model via system, processes and data-based decisions.
You answer a few short questions about your company beforehand. In the call we look together at your current situation, your numbers and your biggest challenge — and I tell you honestly whether and how external steering helps you. No sales pressure, just a numbers and steering check.
For service businesses and founders whose company runs but where everything depends on the founder: gut-feel decisions, no clean numbers, no system and no predictable growth. If you're ready to hand over steering and still stay the owner, it fits.
A consultant recommends and leaves. An interim manager fills one operational position. An outside CFO handles finances. As external CEO I steer your entire operating system across strategy and numbers — leadership, metrics, processes and scaling together, not just one part.
Considerably less than today, once the system is in place. At the start I need access to you and your numbers to set up the steering. After that much runs through fixed rhythms and the system — the goal is that you're stuck less in the day-to-day, not more.
No problem. Execution runs through a well-oiled setup of lean processes and flexible resources under my steering. We build the structure to fit your size — and define where your team sensibly grows later.
No. Revenue matters, but it isn't the core. I steer your entire operating system across strategy and numbers. More predictable revenue is the result of clean leadership and steering — not an isolated sales funnel that ignores everything else.
No. You stay the owner and final authority. I take on strategic leadership and steering at your side, so not everything depends on you anymore — control of your company stays with you.
No application marathon, no sales funnel. You give me a few key facts up front, then I get back to you personally. An honest look at your numbers and your steering — no price pitch.
Under 3 minutes. You briefly describe where you stand — so I come to the call prepared instead of asking you standard questions.
I review your details and get back to you personally. In the call we look at your numbers and your biggest steering lever. No pressure.
In the end you know where your company really stands — and whether external steering is the right next step for you. Even if the answer is sometimes no.
You briefly answer a few questions about your company (under 3 minutes). Then Kevin gets back to you personally with the next steps. No sales pressure — a numbers & steering check.
In under 3 minutes you outline where you stand. Then Kevin gets back to you personally — an honest numbers & steering check, no sales pressure.
Start the questionnaire — Kevin gets back to you