Founder-Led · NewHope Strategy
As founder and Managing Director of NewHope Strategy UG, I led a small consulting firm from zero to a paying client base — and personally ran the engagement that modernized a restaurant client's day-to-day operations.
I founded NewHope Strategy UG in September 2022 while studying, as a way to apply strategy and analysis work to real businesses rather than only case studies. Over roughly two years I built it into a small but functioning consulting practice: recruiting and leading a four-person team, developing a client pipeline, and generating €20K in revenue in the first fiscal year.
The flagship engagement was a digitalization project for a local restaurant client — the clearest example of the firm's approach: diagnose the operational bottleneck, design a pragmatic fix, and see it through to measurable impact.
The client ran entirely on manual, paper-based processes — handwritten orders, phone-only reservations, and no structured way to reach past customers. That was capping two things at once: how many walk-ins the floor could actually serve during peak hours, and how many of those guests ever came back.
Rather than proposing a generic "go digital" package, the team worked through the problem in three steps:
Customer footfall was up 30% within two months of go-live. Beyond the single engagement, the project became NewHope's proof point for winning further client work, and running it end-to-end — sales, delivery, and team leadership at once — was the most concentrated operator experience of my time before Viega.
Corporate strategy work (like the Viega M&A pipeline) is about getting a decision approved on paper. Running NewHope was the opposite discipline: living with the consequences of your own recommendation, in a business with no fallback team if something didn't work. That combination — analytical rigor plus hands-on accountability — is what I bring to Corporate Strategy and M&A work now.