Plandata Building Information Modeling
Taking over interim management and restructuring internal processes at a leading BIM software provider.
How a specialised BIM and software provider built a high-performing marketing team, implemented marketing automation and professionalised group-level controlling – all within 15 months.
Starting Situation
In the years prior, the company had developed substantial software products and consulting services around BIM (Building Information Modeling) and digital information management – offering clear value to clients, planning offices and facility operators. What was missing was structured go-to-market capability: no marketing team, no defined lead generation processes, no systematic external presence.
At the same time, the company was embedded within a corporate group whose controlling requirements needed to be professionally served – a dual role demanding both leadership strength and operational breadth.
Approach
Building the Marketing Team
Structuring the marketing function from the ground up: role profiles defined, staff recruited and a capable team established that could independently drive the commercialisation of the software products.
CRM & Marketing Automation
Implementation of a CRM solution as the central tool for lead management, customer communication and campaign control. Marketing automation processes established to enable scalable and measurable go-to-market activities.
Group-Level Controlling
Assumption and professionalisation of the CFO function: reporting structures established for the parent group, financial processes standardised and a reliable data foundation created for business decision-making.
Structured Handover
Ensuring a sustainable transition: documentation of all processes, knowledge transfer to the team and a structured handover of responsibilities.
Results
After 15 months, the company had an independently operating marketing team, an implemented CRM system with scalable automation processes, and professionalised group-level reporting. The handover was structured and sustainable – with no ongoing dependency on external support.
„Innovative products require equally well-thought-out commercialisation. Our task was to build the right structures – in marketing as well as in controlling – so the company could grow sustainably."