Ausgezeichnet als Marketer of the Year 2024 und strategischer Architekt hinter skalierenden Multi-Millionen-Marken: Ich führe Top-Coaches, Creator und globale Brands diskret und profitabel zu außergewöhnlichen Ergebnissen.

Mit über 39 Mio. € Ad Spend in den Märkten EU, CH, USA und VAE vertrauen internationale Marken wie Coca-Cola, Lamborghini, Yamaha Europe, Valser, Emma und führende Personal Brands auf meine Expertise, wenn es um profitables Wachstum und messbare Erfolge geht.

Ich baute eine der erfolgreichsten deutschsprachigen SKOOL-Communities mit über 8.000 aktiven Mitgliedern, verantwortete die Bestseller-Platzierungen von zwei Autoren auf Platz 1 & 2 der SPIEGEL-Bestsellerliste und organisierte eines der größten Branchenevents im Coaching- und Creator-Markt – die Escape & Arrival Days mit über 1.000 exklusiven Gästen.

Vertrauen genießt man, wenn Ergebnisse stimmen:
Persönlichkeiten wie Gerald Hörhan, Damian Richter, Andreas Buhr, Bastian Barami sowie Marken wie LoveLifePassport, Emilia Bolda, Hoss & Hopf und der World Club Dome setzen auf meine Strategien, wenn nachhaltiges, profitables Wachstum auf höchstem Niveau gefragt ist.

Mit meiner Expertise in Leadership, Media Buying, Funnel-Architektur und E-Mail-Marketing entwickle ich präzise Wachstumsstrategien, die nicht nur kurzfristig Umsatz bringen, sondern Unternehmen langfristig auf dem nächsten Level etablieren.

Mein Ansatz: Keine Theorien. Keine Experimente. Nur Strategien, die wirken und Ergebnisse, die bleiben.
Zusammenarbeit? Nur, wenn echtes Wachstum wirklich gewollt ist.

Lass uns sprechen, wenn du bereit bist, den nächsten großen Schritt zu gehen.

Manuel Lutter

I have been lucky to be part of an amazing journey at Criteo, from 2015 to 2020. 

When I joined the EMEA commercial HQ in Barcelona in 2015, we were 50 people, generating 10M€ ARR. When I left in 2020, we grew the team to 1500+ people, generating +1B€ ARR. 

As the Founder of Atscale, I take pride in seeing for the past 6 years the impact we've had on the development and optimization of the revenue departments of 100+ best-in-class Scale-ups. Our team of operating partners and former Revenue Leaders brings IPO expertise to help these companies thrive.

I aim to build businesses that are profitable from Day-1. 

I invest in cutting-edge technology and Real Estate. 

Strategy, new business development and marketing communications are at the heart of my skills, enabling me to effectively support Companies in their expansion.

If you are interested in any of these topics, feel free to follow me or contact me directly.

Pierre Trannoy

Je suis très heureux (et fier) d’annoncer la nomination de Johann Sparfel comme Co-fondateur et Managing Director de Training Atscale.

C’est une aventure toute particulière pour nous, car Johann fait partie de l’histoire d’Atscale depuis le tout début. 

Il y a 6 ans, il était le tout premier Operating Partner que nous avons recruté. 

Depuis, nous avons construit, appris et grandi ensemble.
Au-delà de cette histoire commune, Johann, c’est :
➡️ plus de 25 ans d’expérience dans la vente et le management d’équipes commerciales
➡️ une expertise commerciale exceptionnelle et incontestable, reconnue sur le terrain et au niveau stratégique
➡️ une expérience très solide dans le training d'équipes sales et de leaders commerciaux, et surtout une vraie passion pour la transmission et la montée en compétences
➡️ et, accessoirement 😉, un gars génial, avec qui c’est un plaisir de travailler au quotidien! 

👉 C’est exactement pour toutes ces raisons que nous sommes convaincus qu’il est la bonne personne pour faire grandir Training Atscale. 

Cette nouvelle filiale que nous avons lancé en 2025 a pour ambition d’aider les Sales et les leaders commerciaux à atteindre des standards de performance top-tier, en combinant méthodologie, exécution terrain et ownership business.

Et les premiers signaux sont très forts : Training Atscale est déjà la filiale à la croissance la plus rapide du groupe.

La suite s’annonce passionnante 🔥
Bienvenue (officiellement) à bord Johann Sparfel — et ravi de construire cette nouvelle aventure avec toi! 

En avant!!

#Atscale #TrainingAtscale #SalesExcellence #RevenueLeadership #Entrepreneurship

Founder @Atscale Group | Sales Excellence, Value Creation & Operating Partner | Training | Exec Search | Scaling Tech, IT & Services companies

I interview 2 to 4 VP / C-level profiles every week.
People with 25+ years of experience, who have managed hundreds — sometimes thousands — of people.

And yet:
👉 most of them are really bad at presenting themselves.

They usually do the same thing.
They walk me through their career job by job.
What they sold.
Which product.
Way too much detail.

Thanks but I’ve already seen that on LinkedIn.
And I don’t care — at least not at this stage.

What actually makes a senior profile stand out is much simpler:
• Sales motions mastered (SMB / Mid-Market / Enterprise, deal size and velocity, sales cycles)
• Geographies really operated in
• Types of teams managed (AEs, AMs, CS, BDRs, Enablement, RevOps...)
• Types of organizations experienced (early-stage, mature, small, large)
• ICPs you know how to talk to

Most of the time, industry is secondary.
Much less interesting than the points above.

If your intro still sounds like a LinkedIn timeline,
you’re making it harder than it should be.

🚨 10 early warning signs of a Revenue organization in trouble

Here are 10 weak signals I keep seeing again and again when auditing Revenue organisations 👇

1️⃣ Forecasts are always optimistic
Every quarter is “almost there”.
Reality keeps missing the plan.

2️⃣ The ICP sounds good... but remains blurry
If you ask 5 salespeople who they target, you get 5 different answers.

3️⃣ Performance depends on 1–2 experienced closers
When they’re on holiday, sick, or leave — growth stops.

4️⃣ Churn is constantly explained by external factors
“The market is tough.”
“Clients have no budget.”
“Product issues.”
Never accountability.

5️⃣ The same individuals have been underperforming for too long
And everyone knows it.

6️⃣ Underperformance is tolerated, not managed
No clear expectations.
No consequences.
No improvement plan.

7️⃣ Sales managers spend more time on side projects than on sales
Internal initiatives > pipeline reviews.
Meetings > coaching.
Slides > deals.

8️⃣ Managers rarely join calls or review real deals
They manage from dashboards instead of the field.

9️⃣ Processes exist... but are not enforced
CRM hygiene is optional.
Methodologies are “recommended”.
Discipline is missing.

🔟 There is no career path to retain franchise players 

None of these signals alone is dramatic.
Combined, they are.
Sales problems are rarely about effort.
They’re about clarity, discipline, and leadership.

Europe is way too shy about variable compensation.

At Atscale, we made a radical decision over a year ago:
👉 100% of the team is paid 100% variable.
Founders included of course. 
👉 Zero fixed salary.

Is it extreme? Absolutely.
Is it for everyone? Of course not.

But here’s the fact:
👉 Since then, we’ve grown revenue by +60% in 2025. 

Not because we worked more (well...yes..maybe!)
But because incentives became brutally clear.

In Europe, we design comp plans to protect:
- Big fixed salaries
- Limited upside

Capped ambition

We talk about ownership, but we pay for safety.

The result?
Average performance feels comfortable.
Top performers feel constrained.

I’m not saying everyone should go 100% variable.

But I am saying this:
👉 Most European sales comp plans are far too conservative.
The variable is too low.
The upside too limited.
The signal too weak.
And with this kind of comp plans, we do not attract the most ambitious individuals. 
A good comp plan should do one thing:
Make it obvious what really matters.

Results. Revenue. Impact.

Comfort is expensive.
Clarity drives growth.

Every single week, I get Sales Leaders asking me the same thing:

“I’m thinking about going solo. Freelance. Advisory. Maybe even building my own services business. Any advice to get started?”

So here’s a starter pack to launch properly and find your first clients fast 👇

1️⃣ Pick ONE very specific topic
Something where you have real, proven experience. Not opinions. Not theory. Scar tissue.

2️⃣ Make sure you actually like it
You’ll talk about this topic all day, every day. If you don’t love it, you’ll quit.

3️⃣ Don’t fear crowded markets
Competition is a good sign. It means there is demand.
You won’t win by being “different”. You’ll win by being experienced and authentic. Sun shines for everyone.

4️⃣ Be brutally clear on your value proposition
One short sentence.
If a prospect can’t understand what you do in 5 seconds, you’ve already lost.

5️⃣ Have a simple, readable framework
Something that fits on one slide.
Clear topics. Clear scope. No bullshit.

6️⃣ Have a clear methodology
Timing, steps, process, pricing model.
Clarity = trust.

7️⃣ And above all: START PROSPECTING
Even if everything isn’t perfect (it never is).
Reach out to everyone in your network.
Even the people you think “won’t bring business”. Those are often the ones who bring your first deals 😉

Execution beats perfection, every single time!

We keep glorifying the wrong things.

Fundraising rounds.
Absurd valuations.
Press releases about companies “worth” hundreds of millions... while losing money every month.

Honestly: who is still impressed by that in 2026?

What actually impresses me are bootstrapped companies.
Tech or not. Scale-ups or more traditional SMEs.

Companies whose only obsession from day one has been:
- Finding customers
- Satisfying them
- Making money
- Being profitable

No storytelling around “runway”.
No PowerPoint economy.
Just real customers, real value, real cash.

Because let’s be honest:
isn’t that the actual purpose of a company?

We should put way more spotlight on these businesses.
And on the founders who chose discipline over hype, fundamentals over vanity, profit over PR.

Less noise about valuations.
More respect for companies that can stand on their own two feet.

That’s success.
Everything else is just temporary applause.

There is no “right” profile to build a great company.

I’ve met entrepreneurs who never got their high school diploma and still built fully bootstrapped, highly successful businesses.

I’ve also met over-educated founders, coming from the most prestigious schools, who raised tens of millions — and still failed.

I’ve seen entrepreneurs sell their companies (for real, not the symbolical €1 "exit") before turning 30.
And others who started at 50 and did just as well.

I’ve worked with CEOs frustrated because they were “only” doing €15M in revenue.
And others deeply proud of themselves for reaching €1M — something they never thought they could achieve.

Here’s the truth:

There is no standard path.
No ideal background.
No universal definition of success.

The only thing that really matters is this:
build your path, according to your rules, at your pace.

The moment you start benchmarking your journey against others, you lose.

Success is personal.
And comparison is the fastest way to forget that.

Firing someone is never “easy”.
And if it is easy for you, that’s probably a problem.

In Sales organizations especially, where performance is everything, exits are part of the game.
Performance is measurable. Expectations are (or should be) clear.
But a well-managed exit says a lot about the quality of your leadership.

Here are the signals that show you did your job properly, until the very end 👇

1. A real Performance Improvement Plan was put in place
Not a checkbox.
Not a pretext to fire someone.
But a genuine attempt, with real management time invested, to help the person get back on track.

2. Expectations were crystal clear
What does “good performance” mean exactly?
Which KPIs?
Which behaviors?
Which outcomes?
No ambiguity. No moving goalposts.

3. Consequences were stated upfront
No surprises.
Everyone knew what would happen if objectives were not met.
That’s not cruelty — that’s respect.

4. The timing was explicit and respected
Start date, Milestones, End date.
Dragging a situation for months helps no one — not the company, not the individual.

5. Regular, documented feedback happened
No “I didn’t know it was that bad”.
Continuous feedback, written summaries, shared understanding of where things stand.

6. The decision was consistent with how others are managed
Same rules. Same bar. Same standards.
Nothing destroys trust faster than perceived double standards.

7. The exit conversation was human and dignified
Clear. Calm. Fact-based.
No blame, no emotional dumping, no last-minute justifications.

A well-managed exit won’t make the situation painless.
But it will make it fair, professional, and clean.

And paradoxically, that’s often what preserves trust —
with the person leaving, and with the team that stays.

taplio

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