Roland Siebelink

Smart founders find a wealth of playbooks to help them reach product-market-fit. But after they do, the playbook is missing. Raising more capital is easy now, but how do you spend it wisely? Are you just growing for the sake of growth, or do you have a specific target in mind? Having lived through three tech scale-ups and working with many founders, Roland Siebelink and Doug Miller argue that founders should set their sights on product-market-dominance. This means following a proven roadmap that can feel like a rollercoaster, And focusing efforts on entrenching themselves deeply into a mainstream market before competitors can catch up. Combining the best of Gazelles growth company coaching with timeless Silicon Valley advice, Roland and Doug provide scaleup founders with the first playbooks particularly focused on (Vol. I) mid-stage and (Vol. II) late-stage tech ventures.

Distinguishing between differentiating factors and non differentiating factors lies at the root of successful performance management, and ties it closely to the strategy. In this new, strategic approach to performance management, Roland Siebelink argues that the mission of the proactive strategist, performance manager or project portfolio manager is to take away resources from non differentiating areas that just allow the business to play, and to reinvest resources in differentiating areas that allow the business to win. Proactive performance managers can help increase the performance of business units by helping business unit management think through their business model and their priorities. Performance managers are well placed to ensure that a strategy is explicitly defined and that it makes explicit choices. This ensures that the right strategy leads to the right measurements, the right projects and ultimately the right results to build sustainable superiority.