A major UK player issued a tender for a significant product line worth a double-digit million amount annually, previously supplied by a competitor. We already supplied other products but were competing here against a local supplier.

As a core part of the GTM strategy, I engaged directly with the customer relationship. By listening and genuinely understanding the customer's real priorities - not just what was written in the tender documents - the tactics could be precisely targeted on price and terms, while relationships were strengthened at multiple levels.

The tender was won, with an estimated value of EUR 6m over three years.

The strategically important German market was in decline, and there was no shared direction or commitment within the team.

Through insight and data I built a clear picture, identified the strategic gaps, and got an investment plan approved. Goals were prioritised, and by closely involving the whole team I built commitment around a shared plan - the must-win was to double Share of Wallet (SOW) at a strategic key account.

The goal of doubling SOW was more than achieved through a focused, persistent, value-based and data-driven team effort - laying the foundation for the market's future growth.

A product line was about to be abandoned due to poor production performance - a new customer received only 50% of an order, with double the promised lead time.

With backing from the CEO, I took on the problem instead of writing it off. Through close cross-organisational collaboration with production - clarifying the actual market requirements - defect rates and lead times were systematically turned around, while new, more demanding customers were developed in parallel.

The product line went from an insignificant player to the best-performing of five product lines on defect rates, and from near-zero sales to 30x growth in production - laying the foundation for strong annual growth for the following nine years.

The company's largest customer had grown, through international consolidation, into one of Europe's biggest, and demanded a single central Pan-European agreement with significant price reductions across all markets.

Through thorough data-driven insight, we built a complete picture of the facts and set a tactical plan. Rather than entering a pure price negotiation, we met the customer at eye level and made the case that a win-win approach created more value for both sides than a zero-sum game.

An agreement in which both parties made concessions and came out stronger - a 6% improvement on a EUR 2-digit million revenue, retained on a strategic key account.

A mid-sized production company with a strong production mindset needed to shift to a primarily commercial approach to the market. I was hired by one of the owners to add commercial weight.

Through dialogue with key people across the organisation, 22 competitive parameters were identified and benchmarked against the three closest competitors. Gaps were made visible and systematically closed - product range, pricing strategy and pipeline were adjusted, and sales effort prioritised where competitors were weakest.

A sharper commercial profile and markedly stronger results - which, a couple of years later, contributed to the company being acquired for an estimated EUR 50m.

An ambitious company needed to make sure leadership and employee capabilities stayed ahead of future market demands - without a systematic method it was hard to see whether the organisation actually matched what the market required.

Following the principles of Performance Excellence, all leaders were measured on four dimensions, with capability requirements matched to their place in the organisation. Core tasks and their capability requirements were mapped and compared against employees' actual skills, partly through performance reviews - and gaps were closed through training, sparring, mentoring, coaching or reorganisation. I later took the method into my own leadership development, focused on self-insight and execution, including coach training and Garuda certification.

The systematic focus on capability matching helped the company deliver impressive growth rates year after year.