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About
Founders hire me when they%27ve become the bottleneck in their own company.
It usually shows up somewhere around 30 to 40 people. The team is growing. Revenue is coming in. But too many decisions still flow through the founder, the systems haven%27t kept up with the headcount, and the operational strain is starting to show. Good advice isn%27t enough at this point - someone needs to be in the room helping execute.
That%27s where I come in, as a Technical COO embedded in the leadership team, not consulting from the outside. I build the operational backbone that lets a founder step back from running the company and focus on leading it - the structure, the systems, the decision-making frameworks, the AI-enabled processes that help a growing team do more without hiring their way out of every problem.
I call this The DeCoupling Framework, a structured approach to separating the founder from the operational load without losing what made the company work in the first place.
My background spans engineering, operations, finance, and commercial strategy - which means I can work across the full leadership team and talk to your CTO, CFO, CMO, and board in the same day without losing the thread.
But after 20 years working alongside founders and executives, one thing has become undeniable: you can%27t fix the operations without addressing the person running them. The human layer - the overwhelmed CEO, the co-founders whose partnership runs on marriage-like dynamics (married or not), the COO stepping into authority for the first time - is part of every engagement I take on. Not as a nice add-on. As the work that makes everything else land.
Alongside COO mandates I take on select advisory and board roles where operational depth is what the company needs most.
THE TRACK RECORD
• Scaled bootstrapped organisations from 2 to 60+ staff with consistent 50% YoY revenue growth
• 10M+ users across platforms built and operated
• Successful exit: SimpleSite - One.com acquisition and integration
• 3 founder-CEOs coached through the DeCoupling shift - bottleneck to execution-led organisation
• 5+ founder-couples DeCoupled - marriage and business on separate operating systems
• Board and advisory roles across Europe and the US
• Mandates across HealthTech and vertical SaaS
I work with founder-led companies across EMEA and the US - typically navigating hyper-growth, operational complexity, or exit preparation.
It usually shows up somewhere around 30 to 40 people. The team is growing. Revenue is coming in. But too many decisions still flow through the founder, the systems haven%27t kept up with the headcount, and the operational strain is starting to show. Good advice isn%27t enough at this point - someone needs to be in the room helping execute.
That%27s where I come in, as a Technical COO embedded in the leadership team, not consulting from the outside. I build the operational backbone that lets a founder step back from running the company and focus on leading it - the structure, the systems, the decision-making frameworks, the AI-enabled processes that help a growing team do more without hiring their way out of every problem.
I call this The DeCoupling Framework, a structured approach to separating the founder from the operational load without losing what made the company work in the first place.
My background spans engineering, operations, finance, and commercial strategy - which means I can work across the full leadership team and talk to your CTO, CFO, CMO, and board in the same day without losing the thread.
But after 20 years working alongside founders and executives, one thing has become undeniable: you can%27t fix the operations without addressing the person running them. The human layer - the overwhelmed CEO, the co-founders whose partnership runs on marriage-like dynamics (married or not), the COO stepping into authority for the first time - is part of every engagement I take on. Not as a nice add-on. As the work that makes everything else land.
Alongside COO mandates I take on select advisory and board roles where operational depth is what the company needs most.
THE TRACK RECORD
• Scaled bootstrapped organisations from 2 to 60+ staff with consistent 50% YoY revenue growth
• 10M+ users across platforms built and operated
• Successful exit: SimpleSite - One.com acquisition and integration
• 3 founder-CEOs coached through the DeCoupling shift - bottleneck to execution-led organisation
• 5+ founder-couples DeCoupled - marriage and business on separate operating systems
• Board and advisory roles across Europe and the US
• Mandates across HealthTech and vertical SaaS
I work with founder-led companies across EMEA and the US - typically navigating hyper-growth, operational complexity, or exit preparation.
Advisory experience
Tibor Dudjik is an advisor and board member based in Serbia, specialising in Information Technology and Services. They have advisor or board member experience with 123hjemmeside, SimpleSite (acquired by One.com) and Mentella Health. They speak English, Hungarian and Serbian. They are open to advisory board and board director opportunities and are available for introductions through Boardio.
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