About · ACT Playbook

Early Days

Starting as a founder, before I knew what GTM meant.

After my PhD in Information Systems, I founded Cimacon GmbH with colleagues from the research group. We were building software, not a sales motion. Getting customers the hard way taught me early: a good product is not enough. The gap between what you built and what a customer will pay for is a communication problem.

Learning in the Trenches

Early employee, many hats, real consequences.

At InfoDyn I ran product, led an engineering team, and worked with major financial services companies in the US and Switzerland. At Denodo I was the first pre-sales hire in DACH, building from zero with enterprise accounts like SwissRe, and Volkswagen. You cannot wing a technical evaluation. I learned to ask better questions, qualify faster, and connect technical capability to business outcomes. A pattern started forming.

The MongoDB Years

Where the playbook became real.

I joined MongoDB as the second Solutions Architect in DACH and became Manager of Solutions Architecture for CEE, helping to grow the technical sales team from 2 to 16. Sales reps in CEE went through my onboarding program to understand the business implication of the technology and deliver compelling demos. The value framework and MEDDIC was not a checklist there. It was a shared language across the entire revenue organization. I saw hands-on how sales process got formed, improved, and rolled out. For the first time, I saw what a GTM system actually working looks like.

Taking It Elsewhere

Adapting enterprise lessons for earlier-stage companies.

At CrateDB I led product and customer engineering, doubled ARR, tripled pipeline, and built a MEDDPIC-based playbook. At Kurrent we rebuilt the value framework from scratch. The pattern kept repeating: smart founders, strong technology, no structured approach to revenue. The problem was never capability. It was the absence of a system.

Two Phases, Same Work

As an operator and as an angel investor, the problems were identical.

In parallel with my operating roles, I invested in seven early-stage B2B companies as an angel. Almost all in the 0 to €1M ARR range by the time of investment. The same problem everywhere: founders with real products who could not clearly articulate why a customer should buy, or how to replicate the deals they were winning. Helping those teams was where I turned the framework into something repeatable.

ACT Playbook

The thing I kept building over and over, finally in one place.