Work

What changed at six of the companies we worked with, in their numbers rather than ours.

Six cases, 2023 to 2025

−50%: less time to bring a new hire up to speed
5: cities served from one warehouse team
€4M: raised by a wine shop with a plan investors could read
6: working days to close the month, down from twelve

New engineers shipping in three weeks, not six

Brightloom · Software, 85 people · 2025

Problem

Hiring had tripled in a year, and every new engineer was shadowed by a senior one for six weeks. The seniors had stopped shipping.

What we did

Jonas wrote a two-week starter plan with the team leads, gave each new hire a single first project, and moved questions into one weekly session.

Result

3 weeks

to a first change in production, and seniors back to 80% of their own work. Six-week setup, finished in March 2025.

From two cities to five without a new shift

Halden Foods · Food distribution, 140 people · 2024

Problem

Restaurants in Graz, Linz and Salzburg wanted deliveries, and the plan on the table was a second warehouse and forty new staff.

What we did

Three months as a growth partner: we moved picking to the night before, cut the van routes from eleven to seven and set one daily number for the floor.

Result

5 cities

from the Vienna warehouse with the same team, and late deliveries down from 9% to 2%.

A €4M round, closed in eleven weeks

Vintry · Online retail, 32 people · 2024

Problem

A wine subscription with good margins and a 60-page deck. Investors liked the founders and could not say what the money was for.

What we did

Peter rebuilt the plan around three uses of the money, each with its own number, and sat in on the first ten investor calls.

Result

€4M

from two funds, eleven weeks after the first call, with a 14-page deck.

Month-end in six working days

Pell & Mayr · Accounting, 48 people · 2023

Problem

A firm that closed its clients’ books on time and its own three weeks late, every month, at the cost of the partners’ weekends.

What we did

One strategy session, then a six-week setup: a calendar for the close, one owner per account, and a short checklist in place of a long email chain.

Result

6 days

to close, down from twelve, held for every month since.

A second founder handed the day-to-day

Ostwerk · Engineering, 110 people · 2024

Problem

Both founders signed off on everything, from site visits to stationery, and the company waited for whichever one was free.

What we did

Clara split the decisions between them in two sessions, and Mira hired an operations lead who now owns the rest.

Result

1 signature

on most decisions instead of two, and a founder back on client work three days a week.

Three clinics, one way of booking

Tallis · Physiotherapy, 60 people · 2023

Problem

Each clinic took bookings its own way, so patients were double-booked and a fifth of the slots went empty.

What we did

A year of advice on retainer: one booking rule for all three, one person at the front desk who owns the calendar, and a weekly look at empty slots.

Result

92%

of slots filled, up from 78%, without adding a therapist.

Peter cut our deck from sixty pages to fourteen and told us which investor questions we could not answer yet. We could, by the second meeting.

Anna Sommer · Co-founder, Vintry

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