Services

We might only have one match,
but it can make an explosion.

Operational turnaround

I specialize in operational turnarounds in SMBs that have hit turbulence: stalled growth, misaligned teams, bloated burn, or just plain “what got us here won’t get us there” syndrome.

I'm the Integrator CEOs & private equity firms call when:

Founders are exhausted and need a partner in the business, not just a pep talk.
The vision is there, but the traction is missing.
The board is frustrated, and no one’s steering the ship.
Burn is high, growth is meh, and people are tired.
Revenue's flatlining and no one's sure who's driving the bus.
A new GTM or ops system is needed yesterday.

With a deep background in Revenue & Ops, I bring structure, focus, executional rigor and culture momentum. I don’t just stabilize; I accelerate.

I act as a strategic Integrator and Operator, reset the engine, align leadership, fix revenue levers, and restore clarity to the maze. I bring operational structure without corporate baggage. I help founders fall back in love with running their business.

Growth is operations, an entrepreneurial operating system, and someone who’ll actually handle it.

Scalability Foundation/
Exit Preparation

Systematizing decision making by removing founders or any other single sources of failure from (daily) decision making in sales, customer management, pricing, product, marketing and other core functions.

Change
Management

Introducing and managing a major shift for the organization.

Interim
Management

Team leadership until long-term fit is found.

Fractional Operations Executive

Part-time operational leadership and expertise to businesses that may not need or cannot afford a full-time executive in this role.

Replacing the maze. Building a system.
Scaling the team. Exiting the role.

Jan Altmann staring at a glacier and lake

Your profile

Owner, Founder, CEO,
President, Visionary, COO, (fractional) CFO

VC professional/
private equity manager

Company profile

between 5 to 100 employees
$5M to $50M in revenue

sun down in the mountains with water in front

Your situation

Time and resources have been committed to various initiatives but somehow only about 20% traction has been gained.

The organization is about to
or has outgrown certain relationships and they wouldn’t enthusiastically reengage everyone knowing what they know today.

My work

First and foremost the purpose and targets get aligned with ownership.

That's when we can start getting the right people into the right seats to ensure a solid foundation for future growth.

Depending on the starting point and scope this can take anywhere from 6 months to 3 years.

My exit

My optimum point of departure from the initiative is when processes & systems operate at about 80% proficiency and the team understands why we do what we do.

This is when an expert either from within the team or external takes over and they will fine tune their part of the organization in a way they see fit.

Ready to build your rekindling strategy?

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