ABOUT JAN HERGET POSVAR
The story behind Hergeth Consulting.
Twenty years of building commercial systems, in boardrooms, pitch rooms, and the kind of dinners where deals happen before the contract is ever drafted.
20+
Years in B2B commercial operations across Europe
€1.8M + CZK 2.5M
Capital secured — VC investment + CzechInvest grant for international expansion
CEE · DACH · UK
THE STORY
Not a strategist who learned to consult. An operator who learned to systematise.
I started in large corporate environments - ČEZ Group, where I managed a sponsorship and philanthropy portfolio exceeding hundreds of millions CZK annually across approximately 3,000 projects a year. Then into international law firms - Kinstellar, Schoenherr, Taylor Wessing - building BD functions across CEE from scratch, implementing the first CRM ever deployed in a CEE-based international law firm, and learning what it means to operate in environments where relationships are the product and protocol is the infrastructure.
Those years taught me that the unwritten rules of how things get done are as important as any formal process.
Then came seven years of independent consulting - working with B2B SaaS companies and growth-stage organisations across CEE and DACH on GTM strategy, revenue architecture, and investor readiness. Followed by DecisionRules.io, where I co-led investor relations alongside the founding team, secured nearly €1.8M in VC investment and CZK 2.5M CzechInvest grant for international expansion, and scaled MRR while building outbound and inbound revenue engines across UK, Germany, France, and North America.
Most recently at Vestberry - generating nearly €600k in new ARR within six months as Head of Sales & Marketing, building the commercial foundation for the firm's next growth phase. Designing GTM processes, KPI frameworks, investor-facing reporting, and the operational structure that turns individual effort into a repeatable system.
That combination, deep CEE/SEE/DACH market knowledge, legal and financial services sector experience, investor relations track record, and hands-on GTM execution, is what Hergeth Consulting is built on. The system gets you to the meeting. What happens in the meeting is a different skill set. Both matter. Most engagements only address one.
I founded Hergeth Consulting because I kept seeing the same gap: companies with strong products held back not by the market but by the absence of a commercial architecture that could scale. The Business Presence Audit was the natural starting point. The rest followed from what it kept finding.
Background
Corporate → Legal → SaaS
ČEZ Group · Kinstellar · Schoenherr · Taylor Wessing · DecisionRules · Vestberry
Geography
CEE · SEE · DACH · UK
Praha · London · 6 CEE markets · Germany · France · North America
Capital secured
€1.8M VC + CZK 2.5M grant
VC investment + CzechInvest Startup Accelerator — international expansion
Commercial results
€700k new ARR in 6 months
Vestberry — as Head of Sales & Marketing
Sectors
B2B SaaS · Legal · Fintech · Energy
Series A–C focus · CEE/DACH specialist
THE PART MOST CONSULTANTS LEAVE OUT
Commercial architecture gets you to the room. What happens next is a different skill.
Twenty years in international business environments taught me that the deals people talk about openly are rarely the ones that matter most. The ones that matter happen at dinners, in side conversations, in the moments before a meeting formally starts. Knowing how to navigate those moments is not soft skill — it is commercial leverage.
Area 01
Executive presence & boardroom behaviour
How you enter a room. How you handle silence. How you respond when challenged by someone more senior. How you close a conversation that should end with a decision. These are learnable behaviours and most founders learn them too late, in rooms where the stakes were already high.
Area 02
International business protocol
DACH reads directness differently than London. Nordic markets have specific expectations around preparation and hierarchy. Middle East business culture has its own rhythm around relationship-building before commercial conversation. Misreading these signals doesn't just slow a deal, it can end one.
Area 03
Networking & social circles
The difference between being in the room and being relevant in it. How to build relationships in circles where trust is the entry criterion — not a business card. How to navigate investor dinners, industry events, and the informal structures where access is granted or withheld.
Area 04
Digital presence & communication
Your LinkedIn profile, your email style, your response time. These are read before the first meeting. A founder whose digital presence contradicts their commercial positioning creates friction before the conversation starts. Consistency across channels is not vanity. It is trust infrastructure.
THE PATH
Twenty years. One consistent thread.
2001–2009
2009–2016
2012–2014
2016–2023
2023–2025
2025–2026
2026
Early career — PR, marketing, project management
ČEZ Group, Illuminati, Lázně Teplice. Building foundations in corporate communication, stakeholder management, and regional project operations across Czech Republic.
Legal sector — BD leadership across CEE
Six years across Kinstellar, Schoenherr, and Taylor Wessing. Built BD functions from scratch, implemented the first CRM in a CEE-based international law firm, managed regional commercial strategy across six markets. The environment where protocol, relationship management, and executive presence became second nature.
ČEZ Group — Head of Regional Communication
Managed strategic communication and a sponsorship portfolio exceeding hundreds of millions CZK annually — approximately 3,000 projects per year across the Czech Republic. First exposure to operating at full corporate scale with significant resource responsibility.
Seven years independent consulting — CEE & DACH
Advisory work for B2B SaaS companies and growth-stage organisations. GTM strategy, revenue architecture, investor readiness, commercial process design. Working alongside founders, investors, and boards at critical inflection points.
DecisionRules.io — €1.8M VC + CZK 2.5M grant
Co-led investor relations alongside founding team, securing nearly €1.8M in VC investment. Obtained CZK 2.5M CzechInvest grant for international expansion. Built outbound and inbound revenue engines scaling MRR across UK, Germany, France, and North America.
Vestberry — €500k new ARR in six months
Head of Sales & Marketing. Built the commercial foundation for the firm's next growth phase — GTM architecture, KPI framework, investor-facing reporting, sales and marketing alignment. Nearly €700k new ARR within six months.
Hergeth Consulting — founded
Twenty years of pattern recognition across corporate, legal, SaaS, and investment environments — systematised. GTM Strategy, Marketing Infrastructure, Investment Advisory, and Executive Presence for B2B SaaS companies between Series A and C.
HOW I WORK
Three things that don't change across any engagement.
01.
The system must run without me
Every engagement ends with documentation, frameworks, and playbooks your team owns and operates. I am not building dependency. I am building capability. If the system only works when I am in the room, I have failed the engagement.
02.
Honesty over comfort
The Business Presence Audit exists because most companies need someone to tell them clearly what is broken — before they build more sales infrastructure on top of it. I would rather lose an engagement than deliver work that avoids the uncomfortable finding.
03.
Both halves of the equation
Commercial architecture and executive presence are not separate disciplines. The GTM system generates the meeting. The behaviour in the meeting determines the outcome. Hergeth Consulting addresses both — because ignoring either one leaves the equation incomplete.
WORK WITH ME
Twenty years in. Still asking the same question.
What is the gap between where this company is and where it could be, and what specifically is in the way? CEE, DACH, UK >>>let's talk.