Gordon Langmann

What I bring is an operator%27s view of where recurring revenue actually comes from, and what quietly erodes it. I%27ve spent my career inside the commercial engine of B2B software: customer retention, net revenue expansion, and scaling go-to-market without buying growth you can%27t keep. That%27s 25+ years in tech, 15 of them in B2B software and 11 at Digital River, where I carried revenue responsibility all the way through to running DigRiv, a Siris Capital PE carve-out. Somewhere in there you learn to tell a growth number that holds from one that%27s borrowed against next year.

For a scale-up that means I do more than advise from the sidelines. I pressure-test the commercial assumptions in a plan: whether the NRR is durable or just concentration, whether CS is staffed to defend the base or only to firefight, whether GTM is scaling efficiently or buying its numbers. I%27ve run organisations under PE ownership, so I know the value-creation clock investors are working to, and I help management hit it without managing for them. On a board seat I bring the same lens to oversight: independent judgment on whether the commitments made to investors are actually being met.

I work best with PE/VC-backed B2B SaaS and FinTech scale-ups in Europe, past product-market fit and into the harder problem of profitable, retained growth. My experience is pan-European rather than tied to one market — I ran EMEA-wide and global commercial organisations, and I%27m trilingual in German, French and English.

That combination tends to matter most when a company is scaling across several European markets at once and needs someone who understands both the Anglo-American investor mindset and what it actually takes to execute on the ground in very different European business cultures.