The workshop that built the prototype will not build the thousandth unit.
Moving from a working prototype to repeatable production exposes every shortcut. The processes, the supply chain and the team all need to change at the same moment.
What breaks first when a technology company scales
Across Munich scale-ups the failure points are predictable:
Quality depends on a few people
What works for ten units a month fails at a hundred.
The supply chain was a favour
Early suppliers made parts as a courtesy, and cannot or will not do it at volume.
The team was built for the lab
Engineers who invent are not the same people who run a line.
Capital needs change
Production needs working capital and equipment, and investors who understand both.
A fractional executive has taken a technical company from prototype to production before. They establish the operating structure as the business carries on delivering, then hand it to your permanent hire once the role truly needs full-time hours.
Who this is for, and who it is not
Best for
- Companies that have outgrown founder-led informality but cannot yet fund a full C-suite
- Finance functions that need to become board and investor grade
- Revenue still riding on founder relationships rather than a repeatable engine
- Teams and culture straining as headcount climbs past what informal management holds
- Leadership gaps that would stall growth if left open for a full hiring cycle
Not for
- Early startups still searching for product-market fit
- A single function a ready full-time executive should already own
- Businesses wanting advice on a deck rather than an operator in the work
- A one-off project better suited to a specialist contractor
How we support a move into production
Prototype to production changes every job in the company. We keep the brief and the oversight changing with it.
The scope moves as you grow
At each review we check whether the seat still fits, and redraw the brief with you when it does not.
Production and finance views together
Your executive can call on peers in the collective for a supply chain question and a funding question alike.
A handover we manage
If the executive changes, our notes and the relationship carry over, so production does not lose a quarter.
Matched for the thousandth unit
We look for someone who has taken a product from lab to line, not only someone who has run a line.
From diagnostic to infrastructure that scales with you
Our process runs at the pace of a scaling company, not a hiring cycle.
Scale diagnostic (weeks 1–2)
Map the current state: operational stress points, financial infrastructure gaps, commercial engine gaps, people risks.
Engagement design (weeks 3–4)
Design the right fractional leadership configuration, which roles, what scope, what priority sequencing.
Infrastructure build (month 1–3)
Fractionals embed: operational systems, financial infrastructure, commercial engine design, people frameworks.
Adapt to the growth (ongoing)
As you grow, we adjust the configuration. The goal is always the right leadership for the current phase.
What changes in the first 90 days
A scale-up engagement is judged on what moves early. These are the shifts a fractional operator is there to make.
The scale-up leadership stack
Each role below owns a different part of the scale-up: finance, operations, commercial, people or technology.
Leaders who have scaled
