Every growing company reaches a plateau
Companies eventually reach a point where progress slows, even though the ambition and the market are still strong. This slowdown can come from several factors:
- Strategy and priorities are no longer clear.
- Leadership starts pulling in different directions.
- Decision-making slows as responsibilities blur.
- Product, Sales and Marketing lose alignment.
- The organisation struggles to support the next stage of growth.
- Board and investor expectations become harder to reconcile.
Companies can face these inflection points at €2M, €10M, €50M or €100M+ in revenue. What worked at the previous stage often needs to change: the priorities, the way decisions are made, the leadership structure or the operating model itself.
The objective is not to add more process. It is to make the company easier to run: fewer competing priorities, clearer ownership, faster decisions and an organisation built for the next stage.
We help leadership teams identify what needs to change, make the necessary decisions and put the right structure in place for the next phase of growth.
Entrepreneurs supporting entrepreneurs
Every company that scales reaches a point where what used to work is no longer enough. We built 7Mountains because we have been through those moments ourselves, as founders, operators and board members, and know how consequential the decisions can become.
We work alongside leadership teams to clarify those decisions and bring in specialist expertise in product, GTM, finance, talent, legal or fundraising when execution requires it.
Our role is not to replace the leadership team. It is to help it make better decisions, establish clear ownership and put the organisation in a position to execute.
Our CEO, Olivier Njamfa, built and sold Eptica before founding 7Mountains. The advice comes from having done the job, not only from advising others.
Three ways we work with leadership teams
We work with CEOs and leadership teams when a strategic issue needs to be resolved, ownership clarified or execution brought back on track. The right format depends on the situation.
When the work requires deeper functional expertise, we bring in specialists across market intelligence, product, GTM, finance, talent, legal and fundraising.
- Strategic Seminar: Two days that turn a leadership team's disagreement into a plan it will execute.
- Governance & Board: Restructuring the ExCom, the management team and the board when growth exposes them.
- Ongoing Advisory: We stay through execution, not just the roadmap.
What we work on
Strategy advisory & Leadership Seminars
Two days with your leadership team, prepared through individual interviews beforehand. You leave with a short set of priorities, named owners, and dates, then we help you execute them.
Product & Market research
Research to back a real decision: your market, your competitors, your pricing, your positioning.
Legal
Company structure, M&A, restructuring, tax. Handled through our legal network.
Finance
Financial structure that fits your stage and your timeline, from an external CFO.
Fundraising
Finding the right investors and negotiating the terms.
Talent management
The leadership hires and team structure you need for the next stage.
Business development
Sharper positioning and go-to-market when deals start slipping.
FAQ - Scaling your business
Do you have a methodology to align executives or managers?
Yes. It's a structured alignment process for leadership teams stuck at a plateau. It usually runs as a diagnostic across strategy, product, governance and organisation, then facilitated leadership workshops, clarity on who decides what, a short set of agreed priorities, and an executable roadmap. The goal is operational alignment: the executives share the same three priorities, the same success metrics, and the same view of where the company is going over the next 12 to 36 months.
Do you have a framework to align shareholders and the board?
Board misalignment tends to surface when growth slows. Expectations diverge and pressure rises. We work with CEOs and boards to clarify strategic direction, agree on realistic growth scenarios, redefine capital allocation, strengthen the governance structure, and make sure reporting reflects the strategy. We sit on 5 boards, so the advice comes from practice, not theory.
Can you stay involved during a transformation that may last two years?
Yes. We don't disappear after handing over a deck. Once the roadmap is set, we stay to track progress, help leadership make trade-offs, keep teams aligned, and adjust the strategy when things change. Transformation is rarely a three-month project, and we stay for as long as execution needs us.
Write to 7Mountains
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