Mike Schwetz

I took ownership of building Dialogue's first M&A track, successfully moving the deal from concept to buyer interest. – Developed a structured M&A process covering target research, outreach, and deal management. – Created a comprehensive data room for due diligence, encompassing finance, legal, and technical documentation – Designed tailored communication materials for various buyer roles, enhancing engagement and clarity

Redesigned the commercial organization with a focus on profit, stability, and consistent growth. – Developed the company’s first unified policy for pricing, discounts, and approval rules, which reduced deal friction. – Re-engaged long-abandoned enterprise clients, returning Stagwell, Dentsu, OneTag, SAS, and BBC to the pipeline. – Improved pipeline quality through clear ICPs, personas, and qualification rules. – Strengthened the partner channel with a clear commission model. – Increased event conversion th

Joined to help build a simple GTM tool for top-management and to bring order to a scattered, founder-driven sales setup. – Defined a clear service structure and introduced new commercial terms that lowered the decision threshold for clients. – Raised sales team performance through clearer messaging rules, consistent qualification, and better handling of early-stage calls. – Increased pipeline accuracy through better ICPs and personas. – Improved how the company presents itself through updated decks and cle

I was brought in to segment the subscriber base, identify and enrich B2B leads, and reintroduce them to the product through new B2B features. The company was growing fast in B2C and needed a structured push into B2B. My role was to make this shift clear and workable. – Strengthened B2B positioning by aligning product plans with market needs. – Found key communication patterns that influenced conversion through systematic testing. – Increased pipeline accuracy through better ICPs and personas. – Accelerated

I joined early as a sales and negotiation expert to build a function for external supplier relations. I supported C-level leaders and senior managers so their teams could work efficiently with vendors and partner sales teams. The goal was to bring the company to an SME-level posture, strengthen its standing in SaaS vendor portfolios, secure better pricing, shared media work, and entry to key industry events. – Built a full procurement function along with a vendor management function from scratch. – Secured

Joined the company to strengthen the enterprise sales team. When COVID-19 began, moved into a key sales role for new tech solutions designed to help clients overcome negative isolation effect on their business and return to normal operations. – Managed the full sales cycle, from early hypotheses and prospecting to onboarding and account growth. – Created clear messaging for technical and non-technical decision-makers, including decks, one-pagers, demo scripts, follow-ups, and objection-handling notes. – Im

Joined the company to work closely with the founders and lead the sales function. Acted as a direct extension of the C-level team, helping the business move through rising demand, a changing marketing setup, and shifting market conditions. – Managed the full sales cycle, i.e. hypotheses, list building, outreach, demos, qualification, pre-sale, legal review, negotiation, onboarding, and account growth. – Increased average deal size through upsell and team expansion with existing clients. – Built a steady an

I helped cross-teams manage hardware stock under B2B clients' business needs. My responsibilities included managing B2B communication means, designing digital and printed materials, managing product presentations, CMS and CRM management.

I helped sales personnel effectively engage with clients and close deals. My responsibilities included creating sales materials, managing outreach campaings, and keeping CRM and other sales records up-to-date.