Understand. Take charge. Deliver.
For B2B companies facing a situation that can't wait: growth has stalled, a market has to be won, a unit has to be turned around. I get to the core faster, take full ownership and bring it home. As a full-time interim executive or as an advisor alongside management.
A situation that can't wait. And nobody who owns all of it.
Companies rarely lack knowledge. They lack someone who gets to the core of the whole thing quickly, decides and delivers. That is what I get brought in for.
- 01
Understand.
In weeks, not months. Market, numbers, organisation, people. I see quickly where the lever is and where it isn't.
- 02
Take charge.
Full scope instead of a sub project. Strategy, sales, organisation and finance in one hand, with authority to decide.
- 03
Deliver.
Accountable for the result until the numbers are right. Then I hand over to a team that runs without me.
- you run a B2B company, from scale-up to corporate unit
- the situation is under time pressure and needs a result, not a report
- shareholders, CEO or board want decisions, not slides
- you're willing to genuinely hand over responsibility
- you want a concept for the drawer
- you want project management without authority
- the outcome is fixed and someone just needs to sign
- it's pure B2C mass marketing
Full time in the mandate. Or alongside management.
The standard stays the same. The situation decides how deep I go in. No strategy paper that ends up in a drawer.
Interim management
Leadership for a defined period, accountable for results. When leadership is gone, a turnaround is due, or the product is there but revenue isn't.
- Interim CEO, COO, Co-CEO
- Interim CCO, CSO, CMO
- New business units inside corporates
- Turnaround and restructuring
Advisory
Sparring that decides, not just recommends. For CEOs, shareholders and boards who want a counterpart with operational experience.
- Advisory and supervisory boards
- Commercial and GTM advisor
- Strategy sprint and Klartext Day
- PE and VC sparring
Mandates, projects, stages.
More than 200 companies in 15 years. A selection. Hover over a logo.
Most companies optimise symptoms. Not the system.The problem is rarely sales. Usually positioning is missing. And almost always someone who decides.
Scaling a LegalTech SaaS: market strategy, funnel and thought leadership
Go-to-market sprint: proof of market in twelve weeks
A software startup inside a corporate: from concept to validated business model
countries where I have worked operationally.
Business development from Seattle to Sydney, market entry in China, teams and customers on five continents. Business fluent in English.
Written from projects. Not at a desk.
Since 2012 on brand, leadership and execution. Several titles translated into Chinese and Khmer. All books
What clients say. On camera.
Board members and managing directors on working together.
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Role at the time of recording.
Dominic Multerer is a doer, an expert from practice, and his character inspires people.
Mr Multerer grasps even very complex situations quickly and steers them confidently to a result. Working with him is straightforward, he is persistent and works with drive on the agreed topics. Last but not least: he delivers on his commitments on time and in high quality.
Working with Mr Multerer, with both the executive board and the supervisory board, was very professional. With his unconventional approach he brought many new ideas and impulses into our company that gave us new perspectives, moved us forward in every respect and, once implemented, led to further growth.
Which five metrics are enough to run a B2B sales organisation?
Most sales dashboards have 40 numbers and answer not a single question. Which five metrics are really enough, which ones I deliberately ignore and what steering on one page looks like.
Which business areas deserve focus and which don't?
Too many construction sites, too little impact. The criteria for judging business areas, how to deal with pet projects and why more than three strategic initiatives is almost always too many.
How can a B2B company tell that its positioning no longer holds?
Positioning dies quietly: first discounts, then long explanations, then lost tenders. Six early warning signs, what has to change, what stays, and my three out of six rule.
Quick answers.
What does Dominic Multerer do?
Dominic Multerer is an interim executive and advisor for B2B companies. He takes on C-level roles for a defined period, such as CEO, CCO, CMO or business unit lead, or supports as advisor and board member. He gets called when growth stalls, a market has to be won or a unit has to be turned around. For around 15 years, in more than 200 companies and 15 countries.
When is an interim manager better than a permanent hire?
When a situation has to be solved fast and there's no time for a months-long search, or when the task is time-bound: turnaround, market entry, building a new business unit or bridging until a successor is in place.
How is interim management different from consulting?
An interim manager works in line, with authority to decide and accountability for results. A consultant recommends. Advisory sits in between: regular sparring with a clear recommendation, without a full-time mandate.
How fast can a mandate start?
After a first call and an assessment, usually within a few weeks. The first step is a 30 minute call on situation, goal and scope.
Does Dominic Multerer work internationally?
Yes. He has worked operationally in 15 countries on four continents, including the USA, China, Brazil, South Africa and Australia, and is business fluent in English.
Facing a situation that can't wait?
Describe it in three sentences. You'll get an honest view on whether I'm the right person. If not, I'll tell you.