Interim Mandates in Growth Phases
I ensure that organizations can keep pace with their CEO.
When External Support Makes Sense
Growth rarely follows a linear path. In early stages, speed comes primarily from individuals: founders, CEOs, or key roles who make decisions, set direction, and solve problems directly. This individual strength is often the decisive success factor.
As size increases, however, the bottleneck shifts. Decisions are made faster than they can be implemented. Responsibility remains tied to individuals rather than being structurally anchored. Leaders react, moderate, mediate – instead of moving forward proactively. Growth suddenly feels exhausting, even though market, product, and ambition are right.
In such situations, there is rarely a lack of competence, commitment, or ideas. What's missing is translation: the ability to transfer individual strength into structures that make it lastingly effective for the organization.
External support becomes useful when this translation can no longer happen alongside day-to-day operations – and when clarity, decision-making ability, and structural relief become more important than more concepts or additional resources.
This is where Wucherpfennig & Konsorten's interim mandates come in.
Decision Situations
Here are two typical situations I often encounter:
Founder-Led Sales
Founder-led sales works excellently as long as founders sell themselves. Proximity to product, vision, and customers creates trust and speed. Deals are personally shaped, arguments situation-dependent, successes directly attributable.
When transitioning to a sales organization, however, this model often breaks down. The personal founder story is not transferable – and usually irrelevant to customers.
Problem
Sales success depends on individuals, not structures
Consequence
Controllability, reproducibility, and scaling remain limited
Solution
Translate sales power in a customer-centric, reproducible, and organization-ready way
How I Work
I take responsibility for a limited period in a specific transition situation. Typical occasions are the transition from founder-led sales or building sustainable leadership and organizational structures.
The focus is not on analysis or concepts, but on stabilization and effectiveness. The mandate ends as soon as the organization can independently handle the new situation.
Situation Analysis
Quick assessment of current state and bottlenecks
Responsibility
Direct operational leadership in the transition area
Structure Building
Establishing sustainable processes and responsibilities
Handover
Enabling the organization to continue independently
Common Denominator
All formats rely on clarity, taking responsibility, and structural effectiveness – not on concepts or hedging.
When I'm Not the Right Contact
If any of the following is sought, I'm not the right address:
Additional Capacity
I don't replace missing employees and don't provide operational manpower.
Analysis and Recommendations
I don't write concepts and don't deliver consulting presentations.
Confirmation
I'm not a sparring partner who rubber-stamps decisions already made.
In Short
I take responsibility in transition situations. I translate individual strength into organizational effectiveness. And I build structures that work without me.
If this fits your situation, let's talk.
The mandate is personally handled by Dan Wucherpfennig.
Commissioning and processing are done through Wucherpfennig & Konsorten GmbH.