From start-up to direct partner of leading infrastructure operators

Situation

I entered a technically and regulatorily demanding infrastructure market with a new company. Decision-makers were difficult to access, trust had not yet been earned, and team, delivery capability and leadership structure had to grow alongside sales.

My role & responsibility

As founder and Managing Director, I owned P&L, people, contracts, sales and operations. I stayed close enough to the market to approach target accounts personally and carried the responsibility to make every commitment deliverable internally.

My actions

I narrowed the market to a small number of relevant target accounts and translated their operational problems into a clear offer.

• I built direct access to decision-makers and operational contacts.
• I established a disciplined sales and follow-through cadence.
• I recruited the team and created dedicated Operations and IT leadership.
• I connected customer commitments, resource planning and quality in one delivery system.
• I fostered a culture in which ownership was visible and problems were escalated early.

Results

I grew the company to 28 employees and approximately €1.2m in annual revenue. Three leading operators became direct clients, and I secured a €2.6m three-year framework.