Growth & Capital for Real Asset Companies

Strategic growth architecture and capital market positioning for sustainable business models.

Many sustainable companies possess strong technologies and tangible assets – in energy, construction, agritech, or manufacturing.

What’s often missing is the structural translation to the capital market: a consistent growth architecture and the appropriate financial structure.

I support companies that are transforming buildings, sites, or production systems – with the precision of a trader and the perspective of an entrepreneur.

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Why me? The link  between two worlds

For over 20 years I have been moving between two systems that often do not speak the same language:
Capital Market & Risk Outlook

Until the end of 2025, I worked in trading currencies, precious metals, and other assets. I am familiar with the mechanisms of risk assessment, volatility, and capital allocation from practical experience.

Real economy & transformation

In parallel, I have supported companies in capital-intensive transformation fields in strategic marketing and communication roles – partly on a mandate basis, partly on an interim basis and in close coordination with management and the board of directors.

Sustainable companies rarely fail because of technology. They fail because of structural “bankability.”

  • Capital needs clash with an unclear risk structure.
  • Operational excellence meets a lack of capital market logic.
  • Growth is planned—but not conceived from a financial architecture perspective.

My role is not that of an investment banker. I don’t provide capital.

I structure business models, growth, and capital so that they fit together.

My playing field

I work with growth-oriented companies in capital-intensive sectors:
  • Energy and infrastructure projects (e.g., decentralized systems)
  • AgriTech, food systems & indoor farming
  • Sustainable building and production systems (e.g., timber or modular construction)
These companies have in common:

  • They work with real assets and physical values.

  • Their models are capital-intensive.

  • Scaling is complex.

  • Capital structure and growth logic are inextricably linked.

My background as a banker/trader gives me an understanding of market cycles, price volatility and capital movements from a risk perspective – a view that is often lacking in purely technical or marketing-driven consulting.

What I do specifically

1. Strategic Growth & Finance Review

I analyze your growth architecture structurally – not superficially.

  • Business model coherence
  • Capital intensity and asset logic
  • Structured stress test of the earnings model
  • Plausibility check of capital requirements
  • Consistency of growth and financial structure

Result: A robust strategic memorandum as a basis for banks, investors, or boards.

2. Investor readiness & capital market positioning

I help companies structure their strategies in a way that aligns with investor logic.

  • Translating technical models into comprehensible capital market logic
  • Structuring the financing architecture
  • Preparing for due diligence and critical bank meetings
  • Sparring at the management and board levels
3. Strategic Growth & Capital Sparring (Interim / Part-time)

For transformation and scaling phases:

  • Sparring partner for CEO and board
  • Connecting market, growth, and financial logic
  • Structuring internationalization and scaling strategies
  • Leadership with a capital-conscious mindset

I act as a structuring partner – not as an operational CFO or capital broker.

Fee and remuneration models

Project mandate

For clearly defined growth or restructuring phases:

  • Fixed fee
  • Defined timeframe
  • Clear strategic output
Retainer model

For ongoing sparring and structuring:

  • Monthly base salary
  • Clearly defined role
  • Close proximity to the board or management
Participation model

For companies with a high strategic fit:

  • Reduced fixed fee
  • Equity or virtual shares
  • Long-term partnership

I invest my entrepreneurial time where I believe in the structural viability of the model.

For whom is this collaboration beneficial?

Ideal for:
  • Founders and boards seeking structured scaling
  • Companies before or between funding rounds
  • Capital-intensive transformation projects with real assets
  • Investors seeking structural support within their portfolio
Not suitable for:

  • Pure pitch deck polishing

  • Short-term capital placement

  • Classic marketing projects without structural work

I continue to cover the latter through my existing CMO and marketing services.

Entrepreneurial attitude

I combine the discipline of the trading desk with the realities of scaling businesses.

Growth isn’t a PowerPoint presentation. It’s the result of structural coherence and a calculated risk architecture.

If you want to make your company structurally investor-ready—with someone who understands both sides of the table—I look forward to discussing it with you.