Fractional and interim commercial strategist for founders, family businesses and private equity.
Sales, marketing and business development aren't pulling the same line. The pipeline is reactive. I help founders, CEOs and commercial leadership break that pattern.
Five years CCO and CBDO at The Onemeeting Company: +32% revenue, +47% EBITDA. Pre-opening CCO Maloba Private Game Reserve: commercial infrastructure from concept to launch with USD 2M pipeline in four months.
My revenue is growing, but margin is not.
Top-line looks healthy on the board slide, but EBITDA is not moving with it. Pricing doesn't quite fit, the business mix is drifting the wrong way, and each euro of revenue costs too much to land. Growth, but not the growth you want.
Sales, marketing & BD don't understand each other.
Three departments, three dashboards, three truths. The pipeline leaks between stages, leads come in and sit. Nobody owns the full commercial process. Sales, marketing and business development move independently in the wrong directions.
The board deserves a sharper story.
The common denominator for an exit, the next supervisory board meeting or conversations with a new investor: the commercial narrative needs to hold, even under hard questions. Assumptions you can underpin, weak points tackled in time, numbers that speak for themselves.
Also for private-equity funds buying senior commercial diagnostics or interim leadership for portfolio companies.
Six to eighteen months. Full accountability inside scope.
Senior commercial leadership in a part-time form. Full accountability inside the agreed scope. High trust, high performance. Standard internationally in scale-ups (US, UK). In the Netherlands breaking through hard since 2023.
Below €20M in revenue, your business does not yet justify a full-time CCO. Above €5M, you do need senior commercial thinking. Fractional fills that gap. No €250k+ base salary. No interim-agency rate of €1,800 per day. Instead, a senior practitioner helping you build, part-time.
For small teams (fewer than ten people) without commercial cadence, operational firepower is often more valuable than a senior strategist. The same is true for organisations looking for "a few extra hands" instead of direction, or founders unwilling to give away mandate.
3 to 4 weeks · fixed price
WhenCommercial direction needs to be sharp ahead of a board meeting, funding round, leadership change or market move. You're looking for more than an advisory report to really challenge or validate plans you already have.
ScopeDiagnostic of pipeline, pricing, sales-marketing alignment, and commercial team structure. One readout document. One working session. Going into the operational touchpoints with depth.
Out of scopeExecution, hiring, agency work.
3 to 18 months · retainer or day rate
WhenThe commercial seat is empty, half-full or overstretched. The board wants senior thinking without searching for a full-time CCO yet, or wants exactly that, a full-time CCO for a defined period to pull things tight.
ScopePeople management under leadership layer, hands-on selling, ops bloat.
2 to 6 weeks · fixed price
WhenPre-funding, pre-exit, pre-board meeting. The commercial story has to hold under extreme pressure. For when you really want to pressure-test it in advance.
ScopeSharpen the commercial narrative, define defensible metrics, expose the weak points, fix them and do two rehearsals. Hands-on approach, taking a devil's-advocate role to challenge your board, leadership or MT.
Out of scopeFinancial modelling, legal work, M&A advisory.
"Our sales is under pressure" is not a problem, it is a symptom.
Is it intake? Stage conversion? Deal size? Cycle length? Each layer is a different conversation.
"We need more leads" is almost never the real problem. Often the leak sits between marketing qualified lead (MQL) and sales qualified lead (SQL).
Then the move is not more intake, it is better qualification.
With every recommendation I show what I know, what I assume, and what I still need to test.
No false certainty when we are talking about money and investment.
The market always has the last word.
Internal conviction gets tested against customer behaviour, not against meetings, not against sales.
One recommendation you can act on immediately. And one alternative if it lands materially differently.
Not five options for you to weigh on your own.
Speed over consensus. Logic over politics. What works in the real world, over what sits in the deck. The goal is sacred.
Commercial rebuild after 2021. Pricing, partner model and sales-marketing alignment were loose.
What landed under my commercial responsibility: +32% revenue and +47% EBITDA in 4 years, +91% YoY revenue growth on a new franchise model, national roll-out of the proposition across 20+ hospitality & real estate locations, international MICE positioning through trade shows, events, webinars, podcasts and PR.
Premium proposition, ultra-luxury safari resort with no commercial infrastructure. No pipeline, no pricing architecture, no route to international buyers.
What I built: commercial infrastructure from concept to launch in four months. USD 2M+ pipeline within the same window. Completed as of October 2025.
Association organisation without a structured commercial cadence or tooling, renewal underway.
What I do: CRM selection, implementation and adoption. Event tooling. Commercial infrastructure stood up for the association.
"Quote to be published on delivery of the Atrium tender engagement."
"Quote arrives once the current CRM implementation phase is complete."
"Kevin thought along well, gave a clear read on the business case, and handed us the levers to translate our proposition further up the chain, grounded in knowledge and expertise. In the end we were awarded the engagement."
"Kevin is a commercial standout, who with the right flair, motivation, drive, innovative & creative thinking always arrives at a unique solution. The more out of the box, the better. A young talent with deep international knowledge and passion."
What I do for you: ask the question no one else at the table is willing to ask. Surface the assumptions the commercial story is leaning on. Pick the next move you would still stand behind six months from now.
Entrepreneur from a young age. Five years CCO and CBDO at The Onemeeting Company, four of those as statutory director of Onemeeting.com B.V. and three as a member of the Executive Committee (ExCo). Strategic counterweight to the CEO, custodian of shareholder interest, and the voice in the boardroom that plays devil's advocate when consensus comes too easily.
Recently active for Maloba Private Game Reserve, currently advising the Sales Management Association and D&B The Facility Group. Three different sectors, one thread: building commercial infrastructure where none stood, and sharpening existing infrastructure where it sits loose.
STS Strategy started in November 2025. The reason is simple: there is a gap between what a large consultancy delivers and what a founder or CCO actually needs. Decks are not decisions. Four juniors do not add up to senior. An agency is not a sparring partner.
What STS Strategy is: one person, operator-deep, with commercial seat time. Senior. Solo. No team in tow. Twenty to thirty hours per week, deliberately small.
What STS Strategy does not do: volume coaching, agency execution, full-time exec roles outside an interim context, physically location-dependent work. That boundary is not tone. It is positioning.
Briefly describe where you are. I dig until the real question is on the table. Then we pick the format that fits. No preparation needed.