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. The gap between "here's the plan" and "here's a pipeline that fills itself" was 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 I went 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 — a global API-management scale-up — as it grew across Europe. Different sizes, same gap every time: 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. That's what I do now: diagnose what's blocking pipeline, build the B2B revenue engine with your team, then make myself unnecessary.
How I'm different
I don't bring a team of five and sub out the work. I'm the one in your CRM, in your board meeting, on your sales calls. Everything is documented as I build it, so on the last day your team runs the system — not a retainer, not a dependency. And I don't take clients I can't help — the Revenue Scan exists so we both know what's broken before committing to anything bigger.