Operating partner to company owners
How much time you give the business is your decision.
We build the system that makes it possible — together.
Start with a conversation
The central question
How much of your day do you want back?
The answer shapes the system we build. The choice is always yours.
Talk through your answerSituations
Why an owner needs a system
Other projects
New ventures in the group need your time. The existing company has to run steadily without you.
The investor’s role
You hire a director and remain the owner: you see the figures and set the direction, but no longer run day-to-day operations.
Handing over to your children
Your children join the company gradually. By then, the way it works is already written down and in practice — without your daily presence.
Preparing for a sale
A buyer checks whether the company works without its owner. The system is the answer to that question.
For the unexpected
Management scenarios are ready in advance: who decides, who signs, where the figures are — should you be away for a week or a month.
How we build
Four chapters
one meeting
Conversation
You tell me about the company and how much time you want to give it. I tell you plainly whether working together is right.
2 weeks
Map
Two weeks inside the company with your team: how decisions are really made, where the figures are, what rests on you alone.
6–18 months
Building
I work as an operating partner 1–2 days a week. We build the rhythms, the reporting and the accountability, and prepare the director who will lead the company.
then — at your pace
System
My team keeps the system running. Experts join for strategy and adjustments. The decisions remain yours.
Experience
What I build
- Management system
- Rhythms, reporting, accountability; a daily summary for the owner; a digital layer of ERP and CRM.
- Manufacturing and Lean
- Flow, quality, standards; a system that has run for years without daily hands-on control.
- Sales and markets
- Retail, partner channels, exports to the EU.
- Finance from the top down
- A P&L for each company, pricing, weekly cash flow.
- Difficult periods
- Crisis decisions grounded in data: the sales funnel, payroll, margin.
- Projects from scratch
- From the business plan to approved financing.
- Management handover
- The owner stepped back from day-to-day management.
- Industries
- Premium furniture manufacturing and retail · homeware · pharmaceuticals: a plant project
- Countries
- Moldova · Romania · Bulgaria · exports to six EU countries
More than twenty years in company management
For strategy and adjustments, I bring in experts from my own network.
Alexandr Scerbina
More than twenty years in the management of companies where much depended on the owner. I build the system from within and hand it over to the team.
About meConversation
The first step is a conversation about your company. You talk, I listen, and I tell you plainly whether working together is right.
Book a conversation