Before a decision you don't get to make twice.
Market entry, pricing, repositioning, investment. You want a second opinion from someone who has executed this himself.
Deutsche Telekom · freenetAdvisory
Advisor at C-level. For decisions that have to land.
Not every situation needs a full-time interim manager. But every one needs someone who understands it just as fast. As advisor, board member or sparring partner I bring the view of someone who carries operational responsibility himself.
max. 2advisory mandates at a time
200+companies of pattern library
1person, no team in between
Fixedscope, dates, price
Advised, a selectionHover a logo for details
When I get called as advisor
Four occasions. None of them routine.
Advisory doesn't mean workshop and report. It means deciding with you and owning it.
Growth has stalled. A full-time mandate would be too much.
Go-to-market, funnel, sales organisation. One fixed sparring day a month instead of a full-time solution.
actaport · virtualQShareholders or investors want an independent view.
Advisory board, commercial due diligence, value creation plan. A voice without political dependency that says what others only think.
High-Tech Gründerfonds · PE and VCA question needs robust numbers.
Market study, business case, expert report. With IWCI and university partners, scientifically assured and policy proof.
ELFBAR · IU International UniversityThe difference
Why advice from an interim manager works differently.
Classic consulting
Analyses, recommends, leaves.
- Slides instead of decisions
- Junior teams, seniors on the proposal
- Recommendations without ownership
- Billed by effort
Advisory with interim DNA
Decides with you. Owns it.
- One clear recommendation per question
- Personal, no team in between
- Patterns from 200+ projects
- Fixed scope, fixed price
Formats
Six formats. One standard: impact.
From a permanent board seat to a single workshop day.
Advisory and supervisory boards
An independent voice for shareholders, CEO and board. Patterns from 200+ projects, stated clearly.
Commercial and GTM advisor
A fixed sparring partner for CEO, founders or head of sales. Go-to-market, pricing, funnel, organisation.
Strategy sprint
Positioning, go-to-market plan or business case within weeks. With your team, not around it.
PE and VC sparring
Commercial due diligence before the deal, value creation plan after. Where is the real lever?
Studies and expert reports
Market, business case or health economics. Via IWCI, with scientific quality assurance.
Klartext Day
One day, three questions: what your offer delivers, where you stand, how you win customers. Output: roadmap.
Voices
What decision makers say.
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Role at the time of recording.
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.
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.
2×+
ARR more than doubledScaling a LegalTech SaaS: market strategy, funnel and thought leadership
actaportRead case
3 Monate
from brief to strategySelf-service strategy with video and AI for Europe's largest service unit
Deutsche TelekomRead case
8 Wochen
to decision paperBrand architecture for freenet, mobilcom-debitel and GRAVIS
freenet AGRead case
Institute
Institute for Growth Opportunities and Innovation
Founded to support midsize firms and corporates on growth and innovation. Close cooperation with universities, including CBS and IU University.
- University partnerships with CBS and IU University
- Programmes for midsize firms and corporates
- Basis of the honorary titles from Cambodia
University partners
FAQ
Quick answers.
How does an advisory mandate start?
With a conversation on situation and goal, then a fixed scope with dates, topics and price. No open hourly account.
Do you take board seats with liability?
Yes, after reviewing the company, the role and insurance.
How many mandates do you take at once?
Two at most. On purpose. Advising ten companies at once means advising none properly.
Can advisory turn into an interim mandate?
Yes. If the situation needs more than sparring, I'll say so. And take over if it fits.
Next step
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.
Emailinfo@dominic-multerer.de
Mobile+49 177 1918540
OfficeUrbar bei Koblenz