I build sales systems for founders tired of being the bottleneck.

I applied to study medicine and didn't get in — which, at 19, felt like the worst thing that could happen. It turned out to be the best.

I landed at WU Vienna instead and, within a few weeks, got pulled into the startup scene there. I spent two years at the Gründungszentrum, WU Vienna's startup center, running events and connecting over 200 founders to the investors, mentors, and hires they needed.

Then I co-founded redrobe — a virtual wardrobe for online retailers designed to cut return costs and give shoppers a better experience. We didn't build a unicorn. I learned more in those 18 months than in most of my formal education.

I also did a stint at the Lavin Entrepreneurship Center at SDSU (San Diego State University) during my semester abroad, working alongside American founders who approached building very differently from European ones. By the time I joined L'Oréal Paris and then HP's 3D printing business, I already knew I wanted to be close to the people building things — not managing accounts from a corporate chair. So I moved to SaaS.

Most founders think they have a lead problem. They almost never do. They have an ICP problem, a process problem, or a scaling problem — and they're pouring activity on top of it hoping volume will fix what strategy can't.

The data agrees: 70% of startups scale prematurely along some dimension, and that's the single biggest reason they fail.²

I've watched this from both sides. I've been the founder staring at a busy pipeline that wasn't converting. I've been the rep trying to follow a pitch that made sense to the founder and no one else.

The difference between a founder who can sell and a company that can sell isn't talent. It's a system.