Futurice DACH · Market Strategy 2026
Build the system.
Win better.
Futurice Germany has the talent, the track record and the client relationships. What's missing is the commercial architecture that turns individual wins into a repeatable growth engine.
The gap today
Pipeline issues are symptoms. The root cause is a missing commercial architecture — no shared value proposition, no scalable GTM logic, no structured account development. More sales activity without this foundation scales inefficiency, not revenue.
2.7M€
Revenue gap to close
4–5M€
Target per FTE (industry standard)
~27M€
Proven track record
In conversation
Talks & appearances
Select a talk below to watch.
AI-Driven Business Transformation
Yannick Engel · Futurice
AI-Driven Business Transformation
Digital Ecosystems & Platform Strategy
Future of Mobility & Digital Innovation
DACH Commercial Setup 2026
Commercial
System Owner
Owns how Futurice wins in the DACH market — not through individual closing, but by building the commercial system that makes revenue reproducible.
2.7M€
Team revenue gap
~750k€
Own contribution
~27M€
5-year track record
Role mandate
The answer to the gap: own the system
The role is not about selling more — it's about building the conditions under which the team wins consistently. That requires clear ownership of the commercial system, and equally clear boundaries on what this role does not carry.
What this role owns
- Value proposition & offering logic
- Go-to-market model
- Strategic account architecture
- Sales enablement & win-rate improvement
- Growth partner ecosystem
- Market intelligence & business strategy
- Thought leadership & C-level engagement
What this role does not own
- Individual pipeline generation
- Delivery & capability management
- Service line operations
- Org-level HR processes
- Volume closing activity
In conversation
Watch: the role in context
Add a video link below — a talk, interview or intro. Replace the YOUR_VIDEO_ID with your YouTube or Vimeo ID.
Yannick Engel
VP Go-to-Market · Futurice DACH
Team setup
Commercial team structure
The GTM role sits at the intersection of market, value proposition and execution — connecting Sven's leadership with the sales team and service lines.
Sven Sulz
Managing Director GmbH
P&L overall · Group alignment
This role
Yannick
VP Go-to-Market · ppa.
Commercial system owner · Revenue architecture
~500–750k€ own contribution
~500–750k€ own contribution
Ramazan
Sales · Business Growth
~1.2M€ target
Pipeline · execution · closing
Pipeline · execution · closing
Proposed
Evelina Kamasheva
Senior Strategy & Innovation Consultant
Consultative seller · Venture building
AI transformation · Business design
AI transformation · Business design
Finn
Sales · Business Growth
~750k€ target
Pipeline · execution · closing
Pipeline · execution · closing
Cross-Competence Team · Embedded
SD
Senior Designer
Visual & Service Design
Customer & market experience layer · Offering visualisation
TC
Tech Consultant
Quick Time-to-Value
Rapid prototyping · Technical credibility in client conversations
BC
Business Consultant
Digital Business & Change
Business building · Change management · Account shaping support
Embedded in strategic accounts and offering development — not a delivery team. Supports positioning, proposal quality and client credibility.
Adjacent · Existing Markets
Anastasia
VP Market Director · Existing Markets
Account management · Key client development
incl. Red Bull account ownership
incl. Red Bull account ownership
This role
Direct reports (Ramazan, Finn)
Adjacent (Anastasia · existing markets)
Leadership (Sven)
Background
Why this role is the right fit
Strategy and transformation executive focused on reinventing business models, operating models and growth capabilities in the age of AI and digital ecosystems. Entrepreneurial thinker with deep roots in consulting, venture building and product management.
Career
2017 – now
Futurice GmbH
Current
Executive Director – Strategy & Innovation
Previously: Global Product Director · Principal Data-Driven Services · Head GTM DACH · Mobility Lead · Business Director
Previously: Global Product Director · Principal Data-Driven Services · Head GTM DACH · Mobility Lead · Business Director
- –Founded & grew Futurice's mobility specialization — up to 80% of German business
- –Generated and developed strategic consulting portfolios of ~€27M
- –Built multidisciplinary teams of up to 40 across strategy, design, engineering and data
- –Drove product portfolio development for the Futurice Group
2014–2017
Pavopay Sàrl
Exited 2017
Co-Founder
Co-founded a fintech SaaS company focused on digital payment and employee benefit solutions. Responsible for product strategy and early-stage business development across Luxembourg and Germany. Successfully exited to an international corporate in 2017.
2014–2016
BMW M + Leitwerk Consulting
Product Management · Strategy Consulting
Product lifecycle and innovation initiatives at BMW M vehicles. Strategy consulting at Leitwerk alongside co-founding Pavopay — global sales digitalization, BIM risk management, ISO certification.
2004–2013
Earlier
Junior teacher (Luxembourg Ministry of Education) · ArcelorMittal intern (steel operations, Differdange) · Venue Manager & Booker at large-scale live event productions — Bryan Adams, Sting, Seal, Stradivarius, Chippendales and others — with local crews of up to 60
Education
M.Sc. Management & Technology
Technical University Munich · 2016
Strategy · Finance · Mechanical Engineering
B.Sc. Economics & Financial Engineering
University of Luxembourg · 2013
Executive Education
Wharton — Strategy, Negotiation & AI Governance
Harvard Kennedy School — Exercising Leadership
KTH Royal Institute — Sustainable Digital Innovation
Harvard Kennedy School — Exercising Leadership
KTH Royal Institute — Sustainable Digital Innovation
Focus areas
AI-driven business transformation & digital operating models
Data-enabled business models & digital ecosystems
Corporate innovation & new business development
Critical infrastructure resilience & digital sovereignty
Languages
German · Native
Luxembourgish · Native
English · Full professional
French · Full professional
Selected engagements
Automotive
Future Mobility Platforms
Led platform strategy and connected mobility ecosystems for major OEMs, integrating digital services into broader mobility infrastructure.
Mobility · Venture Building
Greenfield Venture — Sustainable Mobility
Built new digital services around sustainable mobility from greenfield — concept, business model, product development to market launch. End-to-end venture building within an OEM context.
Energy
Grid Resilience & Digital Operations
Advised major energy players on grid resilience and decentralized energy systems, incl. collaboration with Fingrid (Finnish national grid operator).
Aerospace
Mission Control System
Designed and implemented a Mission Control system for high-stakes aerospace operations in a highly regulated environment.
Insurance
Digital Transformation · Baloise
Led digital transformation and new service development for Baloise Group, translating insurance business strategy into scalable digital products and operating models.
Mobility · Venture Building
Greenfield Venture — Sustainable Mobility
Built new digital services around sustainable mobility from greenfield — from concept and business model through product development to market launch. End-to-end venture building within an OEM context.
Responsibilities
Four ownership areas
Each area maps directly to one of the three strategic priorities — building the system, establishing consultative selling, and defining the market strategy.
1
Market & value creation
- Owns how we position, shape and scale revenue and value in the market
- Drives revenue outcomes through structure, positioning and enablement
- Define how we sell & what we sell (asset-based selling)
- Owns offering structure & value proposition as foundation for scalable revenue & EBIT impact
- Market intelligence & business strategy (incl. segment priorities)
2
Strategic accounts & growth
- Build and shape strategic accounts through business and SL people
- Drive market positioning & thought leadership → increase win rate & deal quality
- Build growth partner ecosystem (horizontal partnerships)
- C-level engagement and account architecture before proposals
3
Scaling & enablement
- Build Ramazan & Finn into consultative sellers — team leverage, not supervision
- Enable success patterns across domains
- Act as multiplier across VP domains
- Bi-weekly deal-storming cadence with sales team
4
Operating model
- Partly billable (~max. 30%)
- Accountable for scaling the 2.7M€ revenue gap (team-based)
- Focus on win rate, deal quality and scalable growth — not volume
- Coordinate market insights from sales team to service lines
Revenue model
Team-based, not individual
Closing the 2.7M€ gap is the short-term outcome. The long-term objective is a commercial system where the team reaches 4–5M€ independently — and this role enables that transition.
Team revenue gap (2026)
2.7M€
Accountable for team outcome
Own contribution
~500–750k€
Selective, strategic deals only
Team pipeline
~3.5M€
Conversion: ~30% Opp → Proposal → Close
Yannick
~500–750k€
Strategic deals · positioning · accounts
Ramazan
~1.2M€
Sales execution · pipeline · closing
Finn
~750k€
Sales execution · pipeline · closing
From: individual closing & volume activity
→
To: scalable revenue system & win rate
Go-to-market model
Two required layers
Layer 1 exists. Layer 2 is missing. Without it, we scale activity — not revenue.
Existing
Layer 1 — Sales execution
- Dedicated sales (Ramazan, Finn)
- Pipeline generation
- Closing
- Filling pipeline & ensuring revenue
- Collecting & sharing market insights
- Events for key clients
This role
Layer 2 — Commercial architecture
- Value positioning
- Problem framing before proposals
- Account shaping & architecture
- C-level engagement
- Offering development & structure
- Win-rate & deal quality improvement
Key insight
Layer 1 without Layer 2 scales activity, not revenue. The consultative layer is the missing condition for consistent wins. This role owns Layer 2 — it makes Layer 1 work. It does not replace it.
"The ideal: Layer 1 carries 2.7M€ independently. This role enables that and drives the delta to 4–5M€."
Market & Offering
Our focused services for Germany
Built on Futurice strengths, market knowledge and identified customer targets. We operate as a boutique — deep expertise, end-to-end delivery, no vendor drama.
Where we focus
Mittelstand — Industrial B2B
Family-owned and dual-use companies. Physical product manufacturers building digital services. Strong product DNA, underserved on digital monetisation.
Insurance & Financial Services
Baloise-type clients. Mid to large B2B and B2B2C with complex customer journeys. Already invest in tech — lack seamless integration and insight sharing.
Energy & Critical Infrastructure
EnBW, E.ON, Fingrid-type players. Grid resilience, decentralised energy, digital operating models. Nordic expertise is a strong differentiator here.
Media & Digital Platforms
Building
RTL as entry point. Digital content platforms, data monetisation, AI-driven personalisation at scale.
Account status
Red Bull
Active · expand
BMW
Active · expand
Baloise
Active · expand
Ororatech
Active · build
EnBW
Active · build
RTL
Active · build
MAN
Status unclear · ?
How we operate: hub & network model
Boutique expertise, not volume consulting
We win through depth, not scale. Clients choose us because we understand their industry, challenge their thinking and execute — not because we have the biggest headcount.
Divide & conquer — shorter, quicker engagements
New formats: focused sprints, quick-wins, diagnostic workshops. Lower entry barrier, faster trust-building, natural expansion into larger scopes.
Nordic DNA in the German market
15 years helping Nordic organisations lead on data and AI. We bring those learnings to German enterprise — not as theory, but as proven patterns from Fingrid, Finnish industry and Nordic product teams.
How we actually win
1
Relationship-first, not transactional
Most wins trace back to an existing connection — personal or company. New accounts are built on trust over time. We get known before we sell.
2
Entry through capability, growth through sparring
We start by selling a solution to a concrete problem. Over time, we become the partner that brings insights from outside — connecting dots across industries and challenges.
3
Nordic background as entry point
Especially in energy, manufacturing and public sector — Futurice's track record in the Nordics opens doors that pure DACH consultancies can't.
What we've sold & why it worked
Red Bull + LBBW
Entry via Data & AI expertise — real-time data platforms, signal-driven product decisions
Celonis + BMW
Entry via Design expertise — CX journey design, platform UX, human-centred product thinking
Bosch PRO360
Prototype quickly → production in months. End-to-end tech + strategy under one roof
"We explore new AI-enabled product or service concepts, prototype them quickly and build the technology required to bring them into production."
GTM Playbook
How to be successful in our GTM
Three interconnected frameworks define how Futurice DACH goes to market — where to play, how to sell, and how to execute in sequence.
1
Where to play
Focus creates velocity — not every market, not every offering, not at the same time
Lower risk
Higher risk
2
The GTM triangle: What · Who · How
Three decisions that must be consistent — if one shifts, the others need to follow
Foundation: Customised value propositions per segment — not one message for all
3
GTM execution: 5-phase cycle
From market insight to winning deals — a repeatable motion, not a one-off sprint
Week 1–2
Week 2–4
Week 4–6
Week 6–10
Ongoing
↑
Consultative selling = the method that runs through all 5 phases
Not a closing technique — a posture. We earn the right to propose by shaping the problem first. Every client interaction builds credibility before it asks for budget. Win rate goes up when we enter earlier and at a higher level.
Structural gap
Current state → what changes
The gap is structural, not activity-based. More sales activity without architecture scales inefficiency.
Current state
- Weak value proposition → low win rate
- Sales activity not translating into revenue
- No scalable go-to-market model
Cost of inaction
- More sales activity → scales inefficiency
- Lone-wolf behavior, inconsistent messaging
- Role reduced to individual closer
What changes
Opportunistic sales
→
Structured GTM
Individual closers
→
System-driven revenue
Fragmented messaging
→
Clear value proposition
Volume focus
→
Win rate & deal quality
Proof of model
What already works — needs to be scaled
These results came from positioning and account architecture before any closing activity. The model is proven. The goal is to make it repeatable.
~27M€
Influenced deal contribution — 5 years
~750k€
Own contribution 2025
5
Strategic key accounts
BMW
Red Bull
Baloise
MAN
Ororatech
How each was won
- BMW: category entry via ecosystem framing — positioning before proposal
- Red Bull: C-level access established before any commercial conversation
- Ororatech: problem definition shaped the brief — they came to us
- Baloise & MAN: account architecture and consultative entry, not outbound volume
These results were not driven by pure sales activity. They came from positioning, account shaping and timing. The goal is to make this repeatable at scale.
RACI matrix
Who owns what
Clear accountability prevents the role from becoming a catch-all. Every row has exactly one A.
A Accountable — owns the outcome
R Responsible — does the work
C Consulted — input required
I Informed
| Area | VP GTM | Sales people | Service lines | Sven |
|---|---|---|---|---|
| Value proposition | R — defines structure & direction | C | A — owns & builds | I |
| Strategic accounts | A — shapes & steers | C — executes & closes | I | R |
| Pipeline & closing | C/A — target ownership | R | C | I |
| Go-to-market | R — owns model | C | A — accountable | I |
| Partner ecosystem | R — drives & coordinates | C | A — accountable | I |
| Sales enablement | R | R — application | A | C |
| Revenue | A — team outcome | R — delivery | C | A — top-level |
| Offering design | C — input & framing | C | A — owns capabilities | I |
Title discussion
Protecting the role, not the ego
The title must protect the role definition — not invite misreading as a Sales Head. It's an interpretation shield, not a status symbol.
Recommended
VP Go-to-Market
- Established market term — no explanation needed
- Signals system ownership, not closing
- Scales in group context
- Understood by CTO, CDO, PE partners
Needs clear role definition to land correctly internally
Medium-term target
Co-MD
- Zero interpretation gap
- Full P&L co-ownership signal
- Strong in client context
- Logical if model works for 6–8 weeks
Requires Jonas / group approval. Not for today's discussion.
Strong fallback
VP Commercial
- P&L-adjacent signal
- Less abstract than GTM
- Understood in all markets
- Neutral in group context
Slightly more Sales-adjacent than GTM in some readings
Not recommended: VP Commercial AI · VP Data & Ecosystems · VP AI Ecosystems · VP BizDev — all either invite wrong reading, are too narrow, or lean on buzzwords rather than role clarity.
Setup & review
Finalize, start, review
Today
Finalize & start
- Finalize role mandate & hard boundaries
- Agree title direction (VP GTM)
- Set team targets (Ramazan / Finn)
- Clarify salary process
6–8 weeks
Check & calibrate
- Is the model working?
- Is the target distribution right?
- Team constellation stable?
- Scope to adjust?
If model works
Next step
- Co-MD as logical consequence
- Salary aligned to role & contribution
- Group-level discussion with Jonas
- Setup scales for DACH growth
"I want to make revenue reproducible — not avoid it. My biggest lever is not closing more, it's winning better."
futurice
DACH GTM 2026