Same problem. Different company. Every time.
Where I come from
I started in strategy consulting — Accenture, then EY. Big clients, sharp frameworks, and one uncomfortable truth: most strategy never survives contact with execution. That gap — between "here's the plan" and "here's a pipeline that fills itself" — is where companies quietly bled. So I moved toward the doing.
At Deutsche Telekom I ran B2B marketing at enterprise scale — the machinery, the budgets, the accountability of a business that couldn't afford guesswork. Then the other way: interim and fractional CMO roles inside smaller companies — SaaS start-ups burning runway, 40-person industrial firms that had never run structured marketing, and Tyk as it scaled across Europe. Different sizes, same gap: great people, no repeatable engine.
Why I productised it
After roughly twenty of these, I stopped improvising. The same five things separated the companies where growth compounded from the ones where it stalled the moment the founder looked away. I turned that pattern into a system — diagnose fast, build only what moves revenue, hand it over documented — and RUTTENS+ became the way I deliver it. Not another full-time CMO seat: a repeatable engine your team owns.
How I'm different
I don't bring a team of five and sub out the work — I'm the one in your CRM, your board meetings, your sales calls. Everything is documented as I build it, so on the last day your team runs the system, not a retainer. And I don't take clients I can't help — the Pipeline Score exists so we both know what's broken before committing to anything bigger.