Scaling Companies from Startup to Structure | Teams, Processes & Org Design for the Messy Middle
I've spent more than 18 years at one company — which either makes me incredibly loyal or proof that I never learned how to write a CV. Jury's still out. I joined Ozone.bg as employee #1. Four people in an apartment, figuring it out as we went. Today it's a €100M business with 500+ people across four countries. Somewhere in between, I've been the general manager, the warehouse guy, and the entire marketing department. I've delivered orders, designed warehouse processes we're somehow still using almost a decade later, and ran a Black Friday campaign from my couch. Not because I planned a neat career arc — because the company kept needing someone to step into the next gap and build it into something that could run without them. That pattern — step in, build the function, build the team, ensure succession, move on — turns out to be the thing I'm genuinely good at. The shift from "I'll just do it myself" to "here's a team that owns this now" is a transition I've made half a dozen times across completely different functions. It's also the transition most growing companies get stuck on. If you're running a company somewhere between 20 and 200 people and the phrase "nothing works unless I'm involved" sounds familiar — that's the problem I understand best. I've lived it repeatedly across completely different functions and made most of the mistakes personally before finding what actually works. What I tend to help with: organizational design that matches your actual stage (not where you want to be in three years), building management layers that don't just add overhead, delegation frameworks that survive contact with reality, and the general unglamorous work of turning founder-led chaos into something structurally sound. Core competencies: Organizational Scaling · Team Building & Succession · Marketing Strategy · Customer Experience · Ecommerce Operations · Change Management · Process Design · Cross-functional Leadership · P&L Oversight Happy to talk if you're navigating something similar.
Scaling is my favourite problem. You've got the product, you're seeing success, and then everything gets hard. Whatever you try takes five times as long and comes out at half the quality. Meanwhile the business keeps growing, which makes it harder to admit that anything is wrong. Untying that knot starts with building a team. First the one around you, then the teams below them. You know. "The organisation."
We've used JIRA/Confluence for our engineer teams since launching our first in-house product in 2017. After taking over the IT Function in 2025 me and the team reworked the process, added automation and finally instituted at a real scrum process.
I've gone through many iterations of basecamp as it was an original WFM tool in our company - in the years we've used it as we scaled all the way to a 600 people organisation.
We've used JIRA/Confluence for our engineer teams since launching our first in-house product in 2017. After taking over the IT Function in 2025 me and the team reworked the process, added automation and finally instituted at a real scrum process.
I help people scale companies they've outgrown the ability to run. I've done it across marketing, technology and operations — three functions that rarely sit with one person — inside a company that doubled its headcount year after year. I've lived through the massacre of a company scaling and I've got the scars to prove it.
Leading a company-wide focus on customer experience — mapping customer journeys, identifying gaps in service delivery, and building the data collection and automation frameworks to close them. Also spearheading the complete replatforming of all Ozone properties (4 markets, 3 brands including Baby.bg) from Magento 1 to Magento 2. Ozone.bg today: ~€100M revenue, 500+ employees across Bulgaria, Romania, Croatia, and Greece.
Created the marketing department at Ozone — building what became a 70+ person function covering brand, performance, content, and product content across 4 markets and 3 brands, with an annual budget of ~€5M. During this period, company revenue grew from €13M to €90M. The team built Ozone into one of Bulgaria's most recognized consumer brands, launched operations in Romania, Croatia, and Greece, and integrated the Baby.bg acquisition. Ensured succession was in place before moving on.
Stepped into a commercial development role as the company began its first real scale-up — from 5 to 20 people, expanding product categories and building the operational foundations for growth. Led the launch of the current website platform. Turnover during this period grew from ~€1M to €13M. Still a small team where everyone wore multiple hats, but the groundwork for what came next was laid here.
Joined as employee #1 — the first person hired. In a four-person team working out of an apartment in Studentski Grad, the job was everything: operations, sales, logistics, process design, whatever the business needed on any given day. Helped build the business from zero through the 2008 recession and established the operational backbone that the company scaled on.
