What 11 years in the field taught me to do.
MetSaaS just launched. I don't have external client cases to publish yet — and I'm not going to make them up.
What I do have is 11 years of operational experience lived from the inside, on problems most founders face at some point. The lessons below come from there.
When pricing destroys the value you create
PricingReal context
European B2B marketplace leader. Strong topline growth. Under the hood: a flat-rate subscription model where some clients consumed up to 80% of the marketplace's value at a fixed price negotiated years earlier. We were generating far more value than we captured. With a cost structure that wasn't compressing.
What we did
Full migration to a consumption-based model (CPC + CPL) over 18 months. Tiered migration: new accounts first, heavy users last. Some clients saw their bill multiply by 5-10x. We lost €150k in MRR within days during the final switch.
What it produced
+40% annual growth. Operational profitability reached. The company that was on the brink ended up in its best financial position in 11 years.
What I bring
The ability to diagnose the gap between value created and value captured. To build a realistic migration plan. And to hold the line when everyone resists — teams, board, clients.
Two acquisitions to conquer Europe
M&AReal context
Two acquisitions led as CEO: The Briefers in Spain (2017) and Agenturmatching in Germany (2020). Two markets, two cultures, two client bases to integrate.
What we did
Spain: acquired a direct competitor, rebranded as Sortlist.es. Tech integration while keeping the local founder as GM. Germany: deal closed during Covid lockdown. Integrated a base of 300+ agency clients. Went from zero to DACH market leader within months.
What it produced
Direct presence in 2 key markets. Client base expanded by hundreds of agencies. European leadership confirmed across 5 markets.
What I bring
Experience on both sides of the M&A table — target identification, negotiation, due diligence, and especially post-acquisition integration, which is always underestimated.
From Belgium to 9 European markets
ExpansionReal context
Starting point: a Belgian platform with a handful of French clients. Goal: become Europe's leading B2B matchmaking platform. Result before the Series B: 9 active markets, presence in 140+ countries, 100+ people on board.
What we did
Sequential market openings — France, Spain, Netherlands, Germany, Italy, UK, UAE and beyond. Hybrid model: physical offices in key markets, remote for the rest. Reproducible country launch playbook.
What it produced
9 active markets. Presence in 140+ countries. Team from a handful to 100+.
What I bring
A method for evaluating and prioritizing markets. The reality of what works in European expansion. And the mistakes to avoid — especially opening too fast with too few resources.
Restructuring: from 130 to 75, without killing the company
LeadershipReal context
After a €11M Series B and 50 hires in 5 months, results weren't matching the business plan. 8 months of runway. A major restructuring was needed — cutting a third of the team, slashing budgets, refocusing on the core.
What we did
Transparent announcement to the entire team. Reduced from ~130 to ~75 people. Killed all non-core initiatives. Focused all product and engineering energy on the new pricing model. Founders took a -20% salary cut, no bonus.
What it produced
Company stabilized. New pricing model launched. Return to growth (+40%) and operational profitability within the following 18 months.
What I bring
The ability to make hard decisions fast. To communicate honestly with your team during a crisis. And to rebuild momentum after — the most underestimated part.
What comes next
The first external client cases will be published here as they're finalized — with the founders' permission.
If you want to be one of those cases — or just test the method on your situation — 30 minutes is all it takes to know if we can work together.
Book 30 min — it's freeEvery Wednesday: one founder problem. One tested solution.
"My churn is exploding" — "My pricing doesn't hold" — "I don't know how to value my company". That kind of problem. With the solution I wish I'd had when I was in your seat. 5-min read.