Head of Operational Integration

About AndercoreAndercore 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 OverviewYou 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 OwnHolding Management from Day 1Access 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 DiagnosisSpend 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 CreationSequence 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 RelationshipBe the pee