Starting Point: From Intuition to Structure
sevdesk, a provider of cloud accounting software, had built a strong market position in the DACH region within just a few years. With over 5.8 million potential micro-enterprises as its target group, the company struck a nerve: simple, digital accounting - paperless and automated.
But with growing success came new challenges:
- no roadmap for the years ahead
- decisions heavily shaped by intuition
- increasing complexity from internationalisation and fundraising
he ambition: to achieve scalability, expand market share, and prepare the company for a later exit. To that end, sevdesk brought scaleon on board as a strategic partner.
"Our decisions were based on experience and instinct for a long time. With scaleon, we complemented that intuition with a solid, data-based strategy framework."
– Marco Reinbold, Founder sevdesk
Phase 1: Strategy Development - Creating Clarity
Together with scaleon, the sevStrategy was developed - a strategic foundation for the years ahead.
- Target picture: market leader in cloud accounting for micro-enterprises in the DACH region
- KPI flywheel: linking product quality, customer satisfaction, CLV, and growth
- CLV analysis: derivation of concrete growth levers (pricing, retention, onboarding, referral)
- Vision and purpose: participatory process with "North Star" groups
- Market entry strategy for Austria defined, along with the role of tax advisors
"That was the moment when we truly understood which customers drive our growth - and which do not."
– Marco Reinbold, Founder sevdesk
Phase 2: Strategy Execution - From Plan to Reality
To bring the strategy into day-to-day operations, an internal Project Management Office (PMO) was established. It coordinated growth initiatives and ensured transparency.
A central step: the introduction of OKRs. These were not developed as a top-down tool, but together with the teams - and linked directly to the sevStrategy.
- Focus and clarity on responsibilities
- Ambitious but realistic goals
- Strengthening of individual ownership
In parallel, a BI team was established that carried out regular "growth checks" based on the KPI flywheel. Execution thus became an enabling system for self-organised teams.
"OKRs did not only focus us - they showed us how much more is actually possible."
– Fabian Silberer, Founder
Phase 3: Fundraising & Exit Readiness
With scalable structures and successful execution in place, the focus shifted to preparation for the Series B and the later exit.
Together with sevdesk, scaleon developed a data-based fundraising storyline. Particular attention was paid not only to the numbers, but also to the logic behind them:
- Which customers generate which value?
- How do support and retention affect CLV?
- Which levers increase value over the long term?
"We were perfectly prepared. Not only because we had our company metrics under control, but because we could concretely demonstrate how we translate strategy into actual performance and growth."
– Dr. Oliver Kunath, CFO sevdesk
Result: The Exit in 2025
In 2025, sevdesk was sold for approximately 400 million euros (according to Manager Magazin) - the result of systematic work over several years.
Key success factors:
- clear strategic positioning and target picture
- operationalised CLV levers
- KPI flywheel as a steering model
- OKR-based leadership
- well-founded exit preparation
"scaleon was more than a consultant for us - they were fellow travellers on our path to exit."
– Marco Reinbold, Founder sevdesk
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