New revenue streams — operational, not conceptual.
Corporate groups and larger enterprises have plenty of resources — but the bridges between R&D, business development and the market are often missing. I close that gap hands-on, at home and abroad.
Business development & market entry for enterprises.
Business Development & New Business Lines
I identify new revenue potential, build partnerships, and support market entry for new products or segments — hands-on.
Market Entry — Germany & International
Opening new markets: for German companies, the route abroad; for international corporates, entry into the German market. Backed by 13 months in Shanghai and eight years of international business development.
Commercialising Innovation & Technology
Translating research results into products, licences, or new business models — with clear market and buyer logic.
Traction you can point to.
New categories built from scratch.
Built several strategic product categories for B2B and B2C from zero to significant annual revenue.
Major Bank, China
Market entry & growth strategy for a portfolio worth more than €20m in revenue, leading the team on the ground.Distribution Group
Introduced management KPIs and expanded international business.BDM Insider — lessons from the field
No content marketing, no listicles. Concrete insights from live mandates.
Market Entry in Eastern Europe
What makes the Czech Republic and Poland attractive for German Mittelstand (mid-sized) companies — and what newcomers underestimate.
Building New Business Lines Hands-On
Why most diversification efforts get stuck at the deck stage.
The German Market for International Corporates
What really matters when entering the German market.
Enterprises — what operators typically want to know.
How does market entry in Eastern Europe differ from Western European markets?
The Czech Republic and Poland have developed their own B2B culture in tech hubs such as Prague, Krakow and Wroclaw — decision cycles are faster than in DACH (Germany, Austria, Switzerland), and price sensitivity plays out differently. Direct presence and a local network beat tele-sales run from Germany. STRADANO has direct access to both markets.
What does hands-on market entry support mean — as opposed to consulting?
We take on sales responsibility in the new market rather than just delivering market studies. Concretely: winning the first customers, building local distributors or partners, testing pricing in the real world, and establishing sales rules of engagement on the ground. Only then do we hand over to internal structures.
How are new business lines built so they hold up operationally?
With clearly defined hypotheses, pilot customers ahead of major investment, quarterly KPIs, and an honest stop-loss when the numbers do not come. Most diversification efforts fail because they are born in strategy workshops instead of being validated in customer conversations. We make the Markt-Sprint (market sprint — a short, hands-on market-validation phase) mandatory before any larger mandate.
What international experience does STRADANO bring?
13 months in Shanghai with Deutsche Bank, corporate postings with an international focus, and cross-border mandates across multiple industries. Asia and Eastern Europe follow a different sales logic than DACH — that hands-on experience is the USP compared with purely German-focused consultants.
Book an intro call.
45 minutes, no pitch, no sales pressure. I want to understand where your sales are stuck today — and whether STRADANO is the right partner. If not, I'll say that too.