"We cannot solve our problems with the same thinking we used when we created them." - Albert EinsteinIn IT, departmental and locational silos cause inefficiencies, security vulnerabilities, and high costs. Traditional methods rely on a patchwork of tools and expensive consultancy hours, leaving organizations struggling to achieve clarity and control over their IT infrastructure.These challenges impact CIOs, infrastructure architects, IT operations teams, project managers, and digital transformation leaders, often leading to missed deadlines, budget overruns, and operational disruptions. This is where Mugato steps in to revolutionize IT management.Mugato offers a comprehensive, real-time view of the entire IT environment, eliminating the need for static data and manual tracking. Our platform automatically maps IT infrastructure, including hardware, applications, and network traffic, creating a continuously updated blueprint. This visibility helps understand interdependencies, identify potential issues, and make informed decisions.Mugato also facilitates intelligent right-sizing and cost optimization, reducing technical debt, licensing costs, managed infrastructure, cybersecurity exposure, and environmental impact. This ensures efficient use of IT resources, aligning with business goals and budget constraints.Security and compliance are paramount. Mugato's continuous monitoring and real-time updates help identify configuration issues, prioritize vulnerabilities, and detect potential cyber threats. This proactive approach ensures a secure and compliant IT environment.Mugato's agentless operation and low traffic impact make it easy to deploy without disrupting existing operations. Its user-friendly interface democratizes IT insights, enabling cross-department collaboration and empowering stakeholders.

As a member of the management team, I reported to the CEO and led the overall sales department of Outpost24, a leading provider of cyber security solutions. I was responsible for direct and channel sales, sales engineering and sales operations. I built and managed teams in DACH, Nordics, Benelux, UK/I, and North America, and successfully delivered consistently double-digit ARR growth rates.

I joined the company as a VP Sales for the DACH region and other markets, with the goal of improving the performance of the struggling business. I quickly identified strategic gaps in the go-to market and sales operations, and initiated a series of actions to address them. These included optimizing the sales funnel, enhancing the customer experience, and implementing best practices across the sales team. As a result of my efforts, I was promoted to head the sales department overall, overseeing all the regional and global sales activities. I continued to lead the sales transformation and drive revenue growth for the company.

After Secunia was acquired by Flexera in 2015, I continued in my position as product category sales manager for the Secunia product line, which provides software vulnerability management solutions. I played a key role in integrating the Secunia product into the Flexera offering, ensuring a smooth transition for existing customers and creating new opportunities for cross-selling and upselling. I trained Flexera sales representatives and partners on the Secunia product features, benefits, and value proposition, enabling them to effectively communicate and demonstrate the product to potential and existing customers.

I was in charge of the go-to-market strategy for a product line that addressed mainly enterprise customers. Entered the management team activities and later reported to the CEO. I managed and executed the go-to-market strategy, leading the product management and improving the offering by taking into account customer feedback. I collaborated with marketing on positioning and carried the new business, cross-sell and upsell, and retention target for the sales team.

I was responsible for positioning the company’s vulnerability products with larger enterprises and increasing the deal sizes. I also helped to build out the offering to be enterprise ready and lead a small team of strategic account managers that contributed to most of the annual recurring revenue (ARR) and ARR growth at that time. I carried group new business and retention targets and was made a member of the management team, reporting to the VP of Sales.

As one of the first sales representatives of a true start-up in cyber security, I was responsible for selling the newly developed vulnerability intelligence solutions in the DACH region. I consistently achieved and exceeded my sales targets, becoming the top sales rep for several quarters. I also contributed to the future pricing structure based on my initial market analysis and feedback from potential customers. In addition, I enjoyed performing other sales operation tasks, such as pipeline management, quote and proposal template writing, and pitch refinement. I was as passionate about delivering value to my clients as helping my colleagues with improving the toolset to succeed with their sales KPIs.

As an airplane sales consultant, I was responsible for finding and selling the best airplanes for my clients’ needs and budget. I used my expertise in airplane equipment configurations, pricing structures, and market trends to identify the most valuable and suitable airplanes for each client. I also performed cold calling, price negotiation, airplane showcasing, and test flights with potential buyers.