External COO · Germany · Belgium · Netherlands

Your company has grown.
Your processes haven't yet.

I work as an external COO for owner-managed industrial companies with 30 to 300 employees. Together with your team, we clarify responsibilities, processes and KPIs, and then put the changes into practice. On site in the Aachen, Liège and Maastricht area, or remotely.

Dr.-Ing. Computational Engineering TEDx speaker · German Innovation Award German, French, English
Book a free initial call → How I work

Project experience includes

BMW Group Audi Deutschland Deutsche Bahn 3M Siemens TEMA Technologie Marketing Digital Mobility Solutions
The growth trap

Business is good. But the organisation can no longer keep up.

As you grow, friction grows too. Five patterns show up almost every time:

✕Teams lose alignment
✕Operations become inefficient and opaque
✕Leadership capacity is stretched thin
✕Critical initiatives get delayed
✕You're stuck in operations instead of driving strategy
Fit check

Is this you?

I work with companies in Germany, Belgium and the Netherlands facing exactly these challenges:

01

Unclear structures

Your business is growing, but roles, responsibilities and reporting lines are unclear – slowing execution.

02

Silos & friction

Sales, operations, product and service aren't aligned. Information is siloed, workflows break down.

03

Makeshift systems

You rely on informal tools, workarounds or outdated systems – making growth a constant strain.

04

Constant firefighting

Instead of growth and strategy, leadership spends the day managing crises.

Book a free initial call →
Dr.-Ing. Joffrey Mabuma, externer COO
Dr.-Ing. Joffrey Mabuma
15+ years in operations, team building and transformation
The operator

Your external COO: Dr.-Ing. Joffrey Mabuma

I'm Dr.-Ing. Joffrey Mabuma, founder of Mabuma & Partners. For more than 15 years I have worked in operations, team building and transformation, and I know where mid-sized companies get stuck as they grow.

My strength: translating complexity into clear structures and actionable results. Unlike traditional consultants, I don't just advise from the outside – I lead from within.

  • Design clear org structures & team responsibilities
  • Streamline core processes across functions
  • Enable leadership with real-time KPIs & dashboards
  • Lead growth and change projects through to implementation
  • Turn strategy into an implementation plan with clear responsibilities
Impact

Results from previous projects

+30%

efficiency through targeted restructuring of a 10-person team – far less operational overhead.

+40%

faster execution through better alignment between departments, with agile portfolio management for 20+ projects at a German premium car manufacturer.

+50%

more output & productivity through agile frameworks on key accounts.

Case study
1 / 3

Building the project and customer organisation at a mobility software provider

Starting point

The company develops a platform for car manufacturers, dealerships and car- and bike-sharing providers. Growth brought larger client projects, including the car-sharing solution of a major German transport company. Until then, project delivery and the management of key accounts had no established organisation.

Approach

As a member of the leadership team, I was responsible for project management and the premium customer unit, including revenue and costs. I built both teams, made the staffing decisions and introduced processes that improved customer satisfaction and profitability at the same time.

Outcome

The most strategically important client project was delivered successfully. The premium unit became an independent business unit that the company could build its further growth on.

Realigning a project portfolio at a premium car manufacturer

Starting point

In the aftersales division of a German premium car manufacturer, around 20 projects with some 35 people were running in parallel. Departments were poorly coordinated, and division management found it hard to see which initiatives actually supported the strategy.

Approach

I redesigned how the portfolio was steered: clear objectives and key results (OKR) for every initiative, binding reporting to the steering committee and regular alignment of roadmap and priorities with senior division management.

Outcome

Departments worked together far more effectively, initiatives moved faster, and division management was able to align the portfolio deliberately with its strategy.

Setting up a customer service centre for a car manufacturer

Starting point

A European car manufacturer wanted to build a new customer service centre from scratch. Processes, responsibilities and system requirements had not yet been defined.

Approach

I took functional responsibility for the new solution and led a mixed team of consultants and developers. Together with the client's departments, we defined the future workflows and core processes and derived a step-by-step implementation plan, which I steered jointly with department management.

Outcome

The service centre launched on a solid operational foundation. The new core processes had a direct impact on results and formed the basis for further expansion.

“He created structure, clarity and momentum in complex, cross-functional initiatives and translated strategic objectives into clear work-streams, responsibilities and actionable next steps.”
Global Marketing Leader, international industrial group
“He designed and implemented a tailored agile portfolio management structure across 20+ projects, which significantly improved cross-department alignment and brought our project work closer to our strategic goals.”
Aftersales executive, German premium car manufacturer
“He aligned the consulting team, internal sales and client stakeholders to improve core processes that delivered immediate bottom-line impact and laid a solid foundation for the next phase of growth.”
Project colleague, international IT consultancy (automotive client project)
“His ability to align engineering, key account and project management ensured we identified technical complexities early and handled client expectations transparently, both internally and externally.”
Software development team lead, mobility software provider

Excerpts from recommendations, shortened and translated.

Options

Three flexible engagement models

Every company is different, so we tailor the solution to your situation – you choose the level of support.

Advisory Sprint

4–12 weeks
  • Review of organisation and responsibilities
  • Analysis of processes and bottlenecks
  • Equipping your team
  • Immediate measures with quick impact
  • Action plan for 30, 60 and 90 days
Fixed fee
Choose
Popular

External COO

3–12 months
  • Steering team and implementation
  • Reporting and accountability for results
  • Sounding board for management
  • Coaching for managers
  • Alignment with shareholders and key people
Monthly retainer
Choose →

AI-Readiness via COO

8–16 weeks
  • Where AI makes sense in your company
  • Clear responsibilities
  • Clean, stable processes
  • An honest look at your data
  • Informed investment decision
Custom engagement
Choose

Every engagement is custom-built. Delivery on-site, remote or hybrid.

How I work

Digitally equipped, close to management

I integrate seamlessly into existing teams, maintaining continuity while results take shape. Proficient with the common tools for CRM, project management, performance tracking and collaboration.

CRM Project management Performance tracking Collaboration OKR Dashboards & KPIs Agile / Scrum AI Tools
Frequently asked

What you should know about an external COO

An external COO is an experienced Chief Operating Officer working part-time or on a project basis. Management gets operational support without creating a full-time position. This suits mid-sized companies whose operations have not kept pace with their growth.

Owner-managed companies with 30 to 300 employees, mainly in machine and plant engineering, automation, system integration and electronics manufacturing, whose structures and processes have not kept pace with growth.

In the first weeks you get a clear assessment of your organisation, responsibilities and bottlenecks, plus a prioritised action plan. After that we implement the measures, set up KPIs and equip your team so that the changes hold without me.

In Germany, Belgium and the Netherlands, in German, French and English. Collaboration on site, remote or hybrid.

With a free initial call. Together we'll assess whether an external COO fits your current situation, with no obligation.

Get started

Let's talk about your situation.

Book a free initial call. We'll look together at whether an external COO fits your current situation.

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