Head of Operational Integration

About Andercore

Andercore is the AI-native supplier of industrial materials for energy, infrastructure, and construction in wholesale and beyond. We trade with global suppliers and distribute to European customers on our own account. Our AI runs the full trade and distribution end-to-end: sourcing, quality, pricing, sales, logistics, and embedded financing. For the customer, it feels like buying from their preferred local supplier; for our partners, it is the most convenient and safe way to do business across borders. Behind it, our software and agentic AI do the heavy lifting that used to take an asset-intensive supply chain with four or five intermediaries and weeks of manual coordination. Where we are today: Strong triple-digit-million euro turnover Seven European markets live 80+ people across Berlin (HQ), offices in London, Mumbai, and Shanghai $40M Series B just closed, $75M raised to date from Atomico, Project A, and Inven Capital, institutional financing from international banks. We are building the world's first and last industrial-grade AI operating system for materials, redefining how global trade works in one of the largest and most essential industries on earth. Acquisitions are our second growth path. We buy established industrial distribution businesses in the EUR 20-40M revenue range, owners and management stay on board, and we connect them to our platform, our procurement, our financing lines and our AI stack. Three deals are live, two are close to signature, and at run rate we intend to close around five per year out of a mapped universe of roughly 200 targets. Role Overview You own what happens after signing. Origination, valuation and deal execution sit with the CEO and our senior M&A advisor. Your mandate starts the day a company becomes part of Andercore and it ends when that company runs better than it did before. These are analog businesses. Fifteen years old, owner-led, hemdsärmelig, a well-run P&L and almost no technology underneath it. They are profitable, they are growing, and they are at their operational limit. Our hypothesis is that our platform, our purchasing power, our credit facilities and our automation take them past that limit. Your job is to find out on the ground whether that hypothesis holds, in which order, and at what pace - and then to make it happen with the management team, not to them. We do not arrive as the saviour with the AI magic box. We say so explicitly to every seller, and you will hold that line. What You Will Own Holding Management from Day 1 Access to accounting and financials from day one, monthly numbers on a fixed close, one reporting framework across all acquired entities. Set the baseline: revenue, margin, working capital, cash, customer and supplier concentration. No opinion without the number behind it. Pick up the commitments made during due diligence and turn them into the operating rhythm of the first 100 days. Run the portfolio as a financial participation first. Both companies are growing. Do not put anything into a skid. On-the-Ground Diagnosis Spend real time inside the acquired businesses and find out where they actually stand, which is never where they say they stand. Map the connection points: procurement, pricing, inventory, sales productivity, logistics, financing, ERP, reporting. Test our integration theses against reality, quantify the ones that hold, kill the ones that do not, and bring the correction back to the CEO fast. Value Creation Sequence and land the levers with the management team: central procurement, our credit and working-capital facilities, pricing, sales productivity, customer intelligence, automation of manual back office. Decide with the CEO what gets centralized, what stays entrepreneurial, and what we take from them - the flow runs in both directions, several of these companies do things better than we do. Track every lever against the original investment case in euros. Owner and Management Relationship Be the peer of a Geschäftsführer who built a EUR 30M business himself. Credibility comes from having done operating work, not from a framework. Be the one who checks whether things are as good as they are described, and who says it out loud when they are not. The CEO stays the partner; you bring the uncomfortable version. Manage expectations in the other direction too: we are not a service provider that solves the acquired company's problems for it. Playbook and Team Codify integration into a repeatable capability: Day-1 checklist, reporting standard, diagnostic framework, lever library, 100-day plan. Make the fourth acquisition faster than the first, then build and lead the team that runs them in parallel. Scope Boundaries / What This Role Is Not Not M&A. No origination, no valuation, no LOI, no SPA. That sits with the CEO and our senior M&A advisor. Not a PMO. Nobody here sends a 400-line integration plan with traffic lights to an owner-manager. That gets you thrown out of the room, correctly. Not a consulting engagement. You are measured on the numbers of the acquired companies, not on the quality of the analysis. Not a corporate integration role. These are not hierarchical organizations that execute what the centre decides. Not a process you inherit. There is none yet. You build it. What We Are Looking For You are an operator out of a private equity value-creation or portfolio operations team, or a generalist from strategy and transformation with real time spent inside operating companies. Roughly eight to twelve years in. You bring: At least one integration or post-close situation you personally carried, where you can name the specific knotty problem you solved and why it worked. We will ask for that story in the first interview. Operating substance: you have sat in procurement, pricing, supply chain, finance or sales of a real company, not only next to it. Geländegängigkeit. You are comfortable with an entrepreneur who is highly intelligent, rough around the edges, and holds two cars a