softwarealpha.io — Plans don't create value. Systems do.

softwarealpha

I build the system that turns your plan into Revenue, EBITDA and Execution. Built with your CEO and team, owned by them, and still running long after I've stepped back.

Two paths from here

Investor or PE-backed CEO

Stop managing the plan. Start running it. →

Founder preparing to sell

See what good could look like, decide what to change, and sell on your terms. →

Why good plans die quietly

Every deal starts with a great plan.

Twelve months later, most of it is still a plan.

The usual approach

The plan lives in a deal model and a few people's heads.
The CEO carries execution after hours.
Consultants and interims leave with the capability.
The plan freezes while the business changes.
Value appears late and looks unproven.

The Alpha Operating System

Built to last

One agenda with visible owners, targets and dates.
An operating rhythm shared by the leadership team.
Built with the team, then owned by the team.
Regular steering and resets as reality changes.
Benefits delivered early enough to compound and withstand diligence.

Founders know a version of this: the company runs on you. Every buyer will see it, and every buyer will price it.

Why me

I work in the gap between investor expectations and operational reality. Investors set the plan. Management has to deliver it. I've sat on both sides of that table, and I help teams close the gap.

25years building PE-backed software companies

50+acquisitions closed and integrated

€100M → €2B+buy-and-build in 5 years: M&A and integration

10×ARR growth as a vertical SaaS CEO

The Alpha Operating System (AOS)

The AOS turns your plan into results, week after week.

Built with your team, around your business. Run by your team, not by me.

No rip and replace. If something works, it stays. The AOS plugs into your existing processes, fills the gaps and wires the pieces together. Your team keeps what it knows and gets what it's missing.

Long-term vision

Where the company is going, through exit and beyond, and what it's worth when it gets there. Every initiative ladders up to it. It's also the story your buyer will buy.

Winning position

Where you compete, who you beat, and why customers pick you, stay or leave. Built on what customers actually say and do (interviews, usage, churn), not on the sales team's gut feel. A position you can defend in the market and prove in diligence.

Operating model and org design

Clear guardrails, then real autonomy. Teams, staffing and spans of control sized to target metrics (ARR per sales rep, customers per CSM, reports per manager), not to history or politics. Inside that frame, the people closest to the work make the calls: 90% of decisions, without waiting for head office.

One agenda, one tracker

The few initiatives that move the needle, each with an owner, a target, a date and a euro value in EBITDA and cash. One version of the truth for management and board.

Data you can steer by

The data collection and underlying systems that deliver the metrics you actually need to run the business. Reliable, current, and without a monthly spreadsheet marathon.

Operating rhythm

Weekly reviews, monthly steering, quarterly board. At mid-hold and before exit, a full reset: we look at the plan the way a buyer will, and raise the bar.

People and change

Systems don't fail on design. They fail on people. In most teams, roughly 80% like things the way they are, 18% welcome step-by-step change, and 2% want to change everything, every day. We find your 2s, let them create the proof points, and use that proof to bring the 18s along, and then the 80s.

Integration playbook

Acquisitions that actually get integrated: systems, pricing, sales, people. Not two years later. Now. Synergies captured in year one compound for the rest of the hold, and that's what moves IRR.

How much of this already runs in your company? Find out in seven minutes.

How we work together

Step 1: Start
The value diagnostic
Five to seven minutes, on your own time. See where your plan has room to grow and what's holding it back. If the results are worth a conversation, we talk. If not, you've lost nothing.
Step 2: Build
The first 90 days
Side by side with the CEO and team. We design the AOS around your business and run the first cycles together.
Step 3: Embed
Months 4 to 12
Your team takes the wheel. I coach, challenge and fix what breaks, and step back a little further every month.
Step 4: Stay close
Through exit
I'm back for the resets at mid-hold and before exit. In between, as much or as little as you need: a board seat, coaching for the CEO when it counts, or a call when a decision gets hard.

How much of me? Anything from two days a month to full-time during Build. It depends on how much needs building, not on a standard package.

For investors: the plan stops depending on who has time this month. You see progress every month, not every quarter.

For founders: buyers pay a premium for a well-run company that grows profitably, with or without its founder in the room.

Proof, not promises

Case 01 — Go-to-market

From generalists to a real go-to-market engine.

One sales team did everything: new customers, account management, optional customer training. We split it into three distinct go-to-market motions, each with its own specialists: winning new customers, expanding the installed base, and keeping new customers through dedicated, semi-automated onboarding for every one of them.

Result: 50% higher sales efficiency and 70% less first-year churn.

Case 02 — Support at scale

Support that scales without the headcount.

A software buy-and-build with a five-digit number of support calls every month. We built knowledge bases, put AI agents on top and gave customers real self-service options.

Result: 40% fewer calls, 40% lower high-touch support costs, and happier customers. Real scale, finally.

Case 03 — Portfolio strategy

Many products, one product strategy.

A buy-and-build with multiple products, from legacy to high growth, and a leadership vacuum after their founder CEOs left. We introduced portfolio management that ties R&D spend to traction, shared roadmaps and methods, and a small tiger team building across all platforms. Then we acquired a cloud-native product and launched it in a new market.

Result: 10% of all new customers on the new offering within 12 months, and a first step to a platform strategy that gave the installed base a path forward at their own pace.

What I don't do

I don't stay forever. My job is done when you don't need me.

I don't replace the CEO. They lead. I make sure the plan gets done.

I don't hand over slide decks. I hand over a system that runs.

What they say