Interim COO
Reinier de Jonge
I step into founder-led and PE-backed companies that need operational grip, fast — scale-ups outgrowing their own processes, post-acquisition businesses that need structure, or teams where results have slipped and someone needs to own the fix.
Built and sold Frank: 0 to 180 people, €40M revenue, €2.5M EBITDA, bootstrapped, profitable, sold 2021.
What I've actually done
0 → €40M
Frank
Founder-operator
Built Frank from a standing start to 180 employees, ~€40M annual revenue, €2.5M EBITDA. Bootstrapped and profitable throughout — no venture funding to paper over the operating problems. Sold the business in 2021. Everything on this site about operating rhythm, margin, and team structure comes from actually running this P&L, not advising someone else's.
Acquired by Vinted
Homerr
Investor and advisor
Backed and advised Homerr; the company was acquired by Vinted. Gives the other side of the table: what a PE or strategic buyer is actually underwriting when they look at a portfolio company's operations.
Co-founder
Groningen Digital Business Centre
Co-founder
Co-founded the Groningen Digital Business Centre.
The kind of situation I'm built for
I'm strongest where the problem is operational, not financial engineering — the business needs structure, reporting, execution rhythm, or commercial discipline, not another strategy deck.
Not the right fit for: pure financial restructuring, pure strategy/slide work, or turnarounds where the core problem is the balance sheet rather than operations.
Two sides of the table
Most interim COOs have only run someone else's playbook. I've owned the P&L, built the team, and completed the exit — then sat on the other side as an investor. That combination is the actual value: I know what a buyer or board is checking for, because I've been checked.
Get in touch
Best reached directly — no recruiter layer needed.
Email: {{CONTACT_EMAIL}}
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