About David

Shop-floor depth. Boardroom accountability.

From technical repair and production operations to international leadership, CEO responsibility, co-ownership and exit.

Operator, not advisor

David built his career by taking responsibility in complex operating environments. He started in technical repair and production, moved through planning, operations, international customer programmes and country leadership, and ultimately became CEO and co-owner of a founder-led business.That path shaped how he works today. He does not separate strategy from operations, systems from people or growth from economics. He looks at the full operating system and focuses on the few changes that create real movement.

20+ years across operations, transformation and value creation

20+ yrs

CEO and co-owner responsibility

6 yrs

Revenue growth before successful exit

65%

Germany, Benelux and international markets

EN · DE · NL

Operating philosophy

See the whole system before changing the parts

A company is not a collection of separate functions. Commercial logic, operations, technology, people and economics reinforce or weaken each other. David works across those connections to find the real constraint and create an operating system the organisation can sustain.

Reality before theory

Start with how work, decisions and money actually move through the company - not how the organisation chart says they should.

Commercial logic

Connect customer value, market choices and operational capability so growth creates value rather than unmanaged complexity.

Systems and data

Build the information flow, digital backbone and management visibility required for faster, better decisions.

People and ownership

Clarify responsibility, develop leadership depth and reduce dependency on founders, executives and informal knowledge.

Economics and value

Translate operational choices into margin, cash, scalability, resilience and investor value.

Leadership perspective

Demanding on the work. Serious about the people.

David sets clear expectations, gives people real responsibility and develops leaders by trusting them with meaningful ownership. The aim is not dependence on the operator, but a stronger organisation after the mandate ends.

Trusted to succeed the founder as CEO and invest as co-owner; led the professionalisation, growth and successful sale of Drake & Farrell.

Founder succession and exit

Demonstrated outcome

Developed internal leaders into broader operational and group responsibilities, reducing dependency on a small number of key people.

Leadership depth

Demonstrated outcome

Built and led operations across Germany, the UK, the Czech Republic, the Netherlands, Mexico and the United States.

Cross-border execution

Demonstrated outcome

Where David operates

Built for leaders under
real operating pressure

David is most useful where the mandate crosses functions and the answer cannot be found in a single department.

Bring clarity, ownership and movement back into the business

If the situation requires more than advice, David can step in with defined responsibility and a clear route to handover.

Shop-floor depth. Boardroom accountability.