Not at all. Six months is the maximum you can attend the calls with me, not the rule.

Some founders join while already fundraising. Others start preparing 6–12 months in advance – and that's often a smart move. Some move fast. Others need more time. The program adapts to your timing.

If you're done in a couple of weeks, great – you exit early.

Like Malte Kosub, who raised €20M for Parloa in just 2.5 months. Or René Fergen, who closed €6.5M for JUPUS in the same time.

Your pace, your runway, your strategy – I'm here to make sure your process is tight, fast, and fundable.

No. I don't sell intros.

Wanting a warm intro is the right instinct. It is the strongest way into a fund, and a cold email is the weakest.

But an intro that arrives through an advisor or a matchmaker who gets paid for it can read to an investor as: “this founder could not get to me alone, and paid someone to do it instead.”

An investor who comes in early is not paying for this round alone. Their investment only works out if you raise the next round, and the one after that. And those rounds depend on whether you can get to the right investors yourself.

So next to the question about your company, there is a second one: will this founder still reach and win investors when I am not in the room? A bought intro is a weak answer to it.

Building an investor network is your job as CEO. Not a task to hand off.

That is what FundraisingCOUP and the coaching teach: how to reach investors, how to hold their attention, and how to convert them.

There is one exception, and you cannot ask for it: Sometimes, after we have worked together for weeks, I get convinced by a founder and the case – and someone in my network comes to mind who fits. Then I make the intro, because at that point it is a service to my network to get the intro. It starts with me, never with a request. I do it only organically and intrinsically.

That is what happened with Parloa, when I introduced them to EQT Ventures, who led their Series A.

Totally fair – many founders thought the same.

Until they joined. Then they realized: the group format is a secret weapon.

Yes, you still get my personal feedback. But the real accelerator? Watching others ask, present, and pitch. Seeing what works – and what flops. Hearing the same feedback from different angles. Getting answers to questions you didn't even know you had.

There's science behind this. Psychologist Albert Bandura calls it observational learning. In short: we learn faster, better, and more confidently by watching others.

Here's how it works:

• You see someone pitch → your brain locks in what works (and what doesn't).
• You store it.
• You adapt it to your own pitch.
• And when you see them succeed – you think: “If they can do it, so can I.”

That's how your brain is wired to learn complex stuff like storytelling, persuasion, investor handling.

Bandura proved it decades ago. Modern research confirms it: watching peers perform (and get coached) boosts skill, cuts fear, and builds confidence.

So if you're nervous about pitching – group calls help you see it's doable. If you think you don't need them – they'll show you what you didn't know you didn't know.

We're looking for founders with a growth mindset.

Like Malte Kosub, who joined every call, aimed to raise €12.5M – and closed €20M. Later, he raised more than €500M (yes, that's five hundred million), recently at a valuation of $3BN.

Or Michael Pleuger, ex-senior partner at KPMG and Roland Berger, who joined not with ego, but curiosity.

Even Markus Müller, a former boss of Blackberry Europe, left a fan.

This program is for ambitious founders who want to grow fast – not alone. Because you can pitch solo later. But you shouldn't learn it solo now.

It depends on the group size when you join. Usually, we have 5 to 8 active teams in the program. And not everyone joins every week, even though history proves that those who show up regularly get the best results.

We can accommodate a maximum of 10 teams; thus, this program doesn't scale, as everyone needs enough time to ask questions, present their stories, decks, etc. We ensure that everyone gets the input they need. In the history of the FundraisingCOUP, no single question remained unanswered.

It scales even less, considering that it needs me and my time and dedication – I'm running the show. This is just another reason why we are so selective with the founders we want to work with. We have very limited spots, even more as I'm running this besides my role as VC.

Our live sessions usually take place on Thursdays at 4:00 PM CET and last 90 to 120 minutes. Sometimes we finish earlier, sometimes it runs a bit longer – but every question gets answered. In over 80% of cases, it's Thursday at 4:00 PM. If there's a rare exception due to travel, you'll know in advance.

We work exclusively with CEOs. It's essential for your fundraising success – and ours – that you, as the CEO, are actively involved. We've seen founders try to send a Chief of Staff, Founder Associate, or Head of Investment, but that never works. It's a deal-breaker for us. The CEO must be the fundraiser. However, the CEO can bring a co-founder or team member along.

The core of the program – my 4P Framework – is text-based (with visuals). On top, we have a large library of top-notch produced videos. All in English, of course.

We're industry-agnostic. Our teaching and coaching work across all industries and different technology sectors. The key requirement is that there's a significant technology component in your case.

Our program and coaching work for all types of investors. That includes VCs, Corporate VCs, strategic investors, business angels, family offices, and any other kind of investor you can think of.

Sure – if you want to raise €20k, this isn't for you. But if you're raising €1M+, this is a rounding error. And the program reaches beyond this round: it's about becoming a top 1% fundraiser – and raising the best follow-on rounds whenever you need them. A crucial founder skill and unfair advantage for life.

But even if you just look at the Return on Invest for your upcoming round, put the €10.5k beside the amount you want to raise, consider how important this round is for you and your company's growth trajectory, and get a feeling of the relation between the investment and the potential impact and outcome.

Malte Kosub, the Founder of Parloa, referred us to a founder friend – for that, he calculated for himself the Return on Invest the program had for his Series A. He ended up with a RoI of 70,000x.

If paying €7.5–10.5K significantly endangers your runway, we're probably not a fit – yet. But if it's a calculated risk, ask yourself: what's the cost of not raising?

Oliver von Sperber wanted to raise a bit more than €1M in a very difficult environment with a very difficult topic (Hardware for Railways). He had no runway left. And he decided to take the risk and invest in the FundraisingCOUP. He finally raised more than €3M. Here is a video snippet from a call with him:

That's exactly why you join. The FundraisingCOUP is about maximizing your chances to raise. You will have only one shot per investor – with the FundraisingCOUP you maximize your chances to hit your target. This is an investment into your capabilities.

Many VCs say they support you with fundraising. The reality? They give you some intros, maybe 2-3 tips for your deck, and then disappear into partner meetings. Why? Because:

• Being a great investor doesn't mean being a great coach. Just like being a world-class footballer doesn't make you a world-class coach, most VCs lack the skills to teach founders how to fundraise. Fundraising requires process design, psychology, storytelling, and communication – not just feedback.
• I'm a VC – but also a storytelling coach. I've built proprietary frameworks, story models, and fundraising blueprints founders actually use. Show me one other VC who's done that. Spoiler: There are barely any.
• VCs don't have time. They can help you a little. I work every week, for months, side-by-side. Hands-on. No investor has that capacity.
• VCs are biased. Their incentives aren't always aligned with yours. I'm on your side. Unbiased. 100% founder-first.

Bottom line: Investors can support you tactically. I turn you into a fundraising machine – strategically, creatively, and emotionally. That's a different league.

The FundraisingCOUP program isn't cohort-based. We onboard new founders on an ongoing basis, so you can join at any time.

Absolutely. It's never too early – but often too late.

Founders who start prepping 6+ months in advance dramatically increase their chances of raising a stellar round. You'll have the time to refine your story, clean up your data room, design your process, and build investor relationships – long before the first pitch.

You can join now, dive deep into the content, implement everything step by step – and activate your weekly calls later, when you're closer to your go-live.

The best fundraisers don't “wing it.” They're prepared like hell. We recently had two teams joining after raising a round – to prepare the next in time.

By showing up – fully.

The #1 success factor isn't your deck. It's not your traction. It's you. More precisely: your level of commitment as CEO.

Fundraising is not a side task. It's your job. And during this phase, it's your second full-time job. If you try to “squeeze it in,” you'll fail – no matter how good the material or advice.

I'll give you the playbook, the shortcuts, the brutal feedback. I'll accelerate your path. But you still have to walk it. This program works best for founders who lean in with full intensity, treating it as mission-critical – because it is.

We only work with CEOs who get that. If you're half in, this isn't for you. If you're all in – let's talk.

Come prepared:

• Think through your biggest challenges, their root causes, and your goals.
• Be ready to share openly any details that might turn investors off – including cap table legacy issues or other “skeletons in the closet.” I need the full picture to give you a realistic assessment.
• If your co-founder is part of the final decision, make sure they join the call too.

The goal is for both of us to leave the call (or decide shortly after) with all the information needed to know if working together makes sense – for both sides.