Discover the story of Sven Martens, founder of Martens & Kollegen, consultant, and fractional executive specializing in marketing, sales, and change management.
On the orderly streets of Düsseldorf, lined with modern glass buildings and well-aligned corporate offices along the Rhine, there is one office that stands out. It’s not about rigidity or hierarchy—it’s about flexibility and adaptation. This is the headquarters of Martens & Kollegen, founded by Sven Martens, one of the pioneers of fractional and interim management in Germany.
Sven starts his day with a packed agenda: a call with an automotive client restructuring their sales division, a workshop with a retail marketing team, and a strategic session for a tech company preparing to launch a new product.
“I like going where things seem impossible and creating clarity. That’s the essence of my work,” he says.
From Marketing to Strategic Consulting
Sven’s career began in marketing and sales, working for both international corporations and medium-sized German companies. He gained hands-on experience in campaigns, go-to-market strategies, and business development.
“I quickly learned that marketing and sales can’t be separated. They are two sides of the same coin. If you don’t synchronize them, you lose money and opportunities.”
This integrated approach became the foundation of Martens & Kollegen, which he founded to provide interim and fractional management services.
Martens & Kollegen – An “On-Demand” Executive Team
The company isn’t just about Sven; it’s about a network of experts he collaborates with. “Kollegen” means “colleagues,” reflecting the flexible team-based model.
Their services include:
- Interim & Fractional Marketing Management
- Sales Management & Business Development
- Change Management
- Go-to-Market Strategy
The philosophy is simple: provide exactly the resources and expertise needed, precisely when needed, without locking in long-term fixed costs.
How Sven Works with Clients
A typical client is a medium-sized German company, perhaps in the automotive or retail sector, facing major changes: declining sales, digital transformation, or launching a new product.
“The first step is always listening. You don’t bring a pre-made recipe. Every organization has its own culture, history, and dynamics. You must understand that before making changes.”
Then Sven sets measurable objectives and takes a hands-on approach. He isn’t the type of consultant who writes a report and disappears; he works alongside the team, leading implementation.
Examples of Impact
A German retailer asked him to restructure their sales department. The team was demoralized, and results were declining. “I started with individual interviews. I found people didn’t understand objectives and lacked direction. I redefined KPIs, changed reporting methods, and introduced a coaching program. In six months, sales increased by 18%.”
In a tech company, the challenge was a new product launch. “The founders had a good idea but no go-to-market strategy. I created the positioning, developed campaigns, and set up a sales process. The product successfully entered the market and exceeded the initial target.”
The Philosophy of Fractional Leadership
For Sven, the key is flexibility.
“The traditional model of hiring a full-time executive for every need is no longer sustainable. The market demands agility. Fractional management delivers exactly that—expertise at the right moment, in the right amount.”
He believes Germany, though conservative in many ways, will adopt this model widely. “German companies are pragmatic. If they see results, it doesn’t matter that the solution is unconventional—they will adapt.”
Düsseldorf – A Hub for Change
Düsseldorf, known for its financial and retail companies, is fertile ground for Sven’s work. “Here you have a mix of international corporations and family businesses. Both need support during transitions, just in different ways. Corporations seek agility; family businesses seek professionalization.”
This diversity ensures that each project is unique.
Life and Career Lessons
Sven emphasizes the human side of business. “I’ve learned that real change doesn’t happen without people. You can implement the best processes, but if you don’t win the hearts and minds of the team, it all collapses.”
He believes a successful fractional manager is measured not only by KPIs but by the ability to leave a team more motivated and united than before.
An Architect of Change
Sven Martens is the kind of leader who doesn’t seek the spotlight. His role is to enter organizations, repair, build, and leave behind a solid structure. “If the company functions better after I leave, I know I’ve succeeded.”
In Germany, where tradition and stability have always been core values, Sven brings a different model: agility, flexibility, and the courage to change. This makes him a true pioneer of fractional management.
