Four ways to solve the same problem: so that your after-sales does not lose revenue
I design the post-sale architecture that connects Sales, Implementation, Customer Success and Support. I work with B2B SaaS companies between €500K and €5M ARR in the scaling phase.
The path
Post-sale is up and running — CS, Support, Implementation — but you're losing revenue after the deal.
Revenue Leak Map
4–5 weeks
Execute the action framework with your team. Or get advisory during execution → Strategic or Executive Advisory.
You know what needs to be built and want to do it right without costly mistakes.
Strategic Advisory
4–6 months
Build the system with your team. I provide judgement, they execute.
You need someone running within the team, without hiring full time.
Executive Advisory
4–6 months
Build the system from within, with direct dialogue. I put cadence and push.
You host an event, run an incubator, or your management team needs to see the problem before acting.
Talks and Workshops
From 30 min
If the conversation reveals a need for deeper work, we move to a diagnosis.
Where are you?
«My salespeople don't sell. They chase clients.»
When there's a problem, they call Sales, not Support. And nobody is clear who owns the client after the deal is signed.
«I have a team. I have an idea. But I don't want to make expensive mistakes.»
Building a post-sale system without external judgement costs time. And sometimes, clients.
«I need this to move forward without going through six internal layers.»
When the bottleneck is no longer the criterion but the ability to push, and it makes no sense to hire full-time.
«I'm organising an event and need a talk that moves the room.»
Keynotes and talks for SaaS industry events and founder communities. Also workshops for leadership teams.
For founders and COOs who sell well and lose revenue after signing without being able to pinpoint where. If retention no longer accompanies sales and no one can explain why, this is the entry point.
In 4–5 weeks I interview your team, review your real operations and give you a list of thirty improvements: three prioritized leaks, with their cost and attack order.
You execute with your team, without commitment to continue. Or we continue: Strategic or Fractional Advice.
I do it myself. You talk to me from the first email to the last report.
For founders and COOs who are setting up or restructuring the after-sales system — or fixing the one they already have — and want continuous strategic sparring so as not to build on sand.
You know what you have to ride, but you don't want to make expensive mistakes. The company sets up. I advise.
Biweekly meetings where we review key decisions before executing them: hiring, processes, tools, segmentation, metrics, handovers. I don't execute: I provide criteria so that your team doesn't build blindly.
After 4–6 months the system is built by your team, not by a consulting firm that leaves. And the team gains the ability to continue deciding without me.
I do it. You talk to me directly every meeting.
By the time you know this needs to be done, you know that with your current structure it's going to go slow, and there's no point in hiring a full-time Head of Post-Sales. The bottleneck is no longer the criterion: it is the ability to push.
I work a fixed number of hours per week within your operations: I design the processes with the team, I maintain the cadence, I report directly to management. I'm talking to you, not an intermediary.
This format has very limited places: when I am inside a company, I am really inside.
The result: a real case went from 18K€ to 400K€ in 18 months. Replicated model, 100% renewal, 80% upsell. The client became an internal sponsor.
I do it myself. You talk to me from day one.
Talks and keynotes for SaaS events and founder communities. Workshops for leadership teams who want to work on the problem within their own company, not just listen to theory. And collaboration with incubators and accelerators that want their startups to build post-sale before it breaks.
After the talk or workshop, your management team stops seeing after-sales as «a CS problem» and begins to see it as an architectural problem of the company. That changes the internal conversation. And normally, so do the decisions.
If the workshop reveals a need for in-depth work, we move on to a diagnosis. And if your incubator needs something more continuous than a session — someone to accompany the after-sales of your portfolio in a stable way — we set it up as a consultancy or fractional.
Before booking, want to see how I work?
Download the Handover Framework: the criteria I use when designing the transition between Sales, Implementation, CS and Support. The 5 structural failures, the 7 risk signals, the maturity model. It gives you a precise idea of how I work on the problem.
Handover
Framework
2026 ED.