Hello Fastlane Forum!
First of all, I would like to sincerely thank @Andy Black for the advice to start a progress thread. Indeed, I am at a stage where I need new perspectives and assistance to successfully grow my business.
I’d also like to thank @MJ DeMarco, @Antifragile, and @Kak for guiding me through the initial steps—from setting the end goal to breaking it down step by step. I realized that I have significant gaps.
My name is Patryk Klatt, and I am the owner of Sisbrat sp. z o.o., a company operating in the industrial machinery construction and service sector, primarily within Industry 4.0. We specialize in the comprehensive execution of projects, including the construction, assembly, and commissioning of production lines, as well as providing workforce solutions for production companies.
Our projects are mainly carried out at the clients’ locations, where we build their technological lines from the ground up, covering the entire process from A to Z. The machine-building process starts with:
Design and consultation,
Structure preparation,
Mechanical assembly,
Electrical and pneumatic installation,
Initial commissioning,
Dismantling and installation at the client’s site,
Acceptance tests and training.
We ensure that every stage is completed with a strong focus on quality and precision, so the machines operate reliably and meet the client’s expectations.
The company has been operating for over two years, but recently I’ve encountered several challenges that are hindering further growth. Overall, the company is developing well—we have 14 employees, and we aim to expand further by hiring more automation specialists, mechatronics engineers, PLC programmers, and robotic engineers. Our goal is to fully provide a comprehensive range of services in Industry 4.0.
The main challenge I’m facing is an over-dependence on a single client. I work with a company that builds machines for various customers, but when one of their clients cancels a project, I lose orders, which forces me to reduce staff. Recently, I faced such a situation when a leading electric vehicle client "put on hold" the project to build a battery production line, which forced me to lay off 8 employees, as I had no other projects to reassign them to. This experience has made me realize how little control I have over my business.
The lack of control over revenue streams is a significant issue—I do not meet the "CENTS" criterion, which is crucial for controlling a business. I want to change this and build the company on more solid foundations. However, I’m not sure what strategy to adopt to gain new clients and become less dependent on a single contractor.
Currently, I’m heavily involved in project execution, which takes up a lot of time—from building electric motors, stators, and rotors, to batteries, inverters, and gearboxes. Due to my deep involvement in the technical aspects of these projects, I lack time for marketing and client meetings. I plan to dedicate 3-4 days a month specifically for these activities, but projects like machine acceptance and line optimization often take up the majority of my time.
So far, I’ve focused on ensuring job stability for my employees, but I’ve neglected marketing and actively seeking new clients. Now, I want to better define my services and reach a broader audience. I’m particularly interested in industries such as machinery, automotive, pharmaceuticals, packaging, as well as hydrogen energy and space (that’s my dream). However, I’m unsure how to best acquire contacts in these industries, as emails and phone calls often don’t yield results.
Do you have any advice on how to effectively expand my client base, diversify revenue streams, and better present our services?
Additionally, I’m open to collaborating with individuals who are interested in mutual earnings, especially in marketing and client acquisition. I believe that with the right partners, a lot can be achieved, so I am open to all ideas and proposals.
I will try, within reason, to post updates on the company’s progress and share what has worked best so that everyone on the forum can benefit from my Fastlane journey and avoid making the same mistakes.
Thank you in advance for all your suggestions and advice!
Best regards,
Patryk Klatt
Sisbrat sp. z o.o.
www.sisbrat.com
First of all, I would like to sincerely thank @Andy Black for the advice to start a progress thread. Indeed, I am at a stage where I need new perspectives and assistance to successfully grow my business.
I’d also like to thank @MJ DeMarco, @Antifragile, and @Kak for guiding me through the initial steps—from setting the end goal to breaking it down step by step. I realized that I have significant gaps.
My name is Patryk Klatt, and I am the owner of Sisbrat sp. z o.o., a company operating in the industrial machinery construction and service sector, primarily within Industry 4.0. We specialize in the comprehensive execution of projects, including the construction, assembly, and commissioning of production lines, as well as providing workforce solutions for production companies.
Our projects are mainly carried out at the clients’ locations, where we build their technological lines from the ground up, covering the entire process from A to Z. The machine-building process starts with:
Design and consultation,
Structure preparation,
Mechanical assembly,
Electrical and pneumatic installation,
Initial commissioning,
Dismantling and installation at the client’s site,
Acceptance tests and training.
We ensure that every stage is completed with a strong focus on quality and precision, so the machines operate reliably and meet the client’s expectations.
The company has been operating for over two years, but recently I’ve encountered several challenges that are hindering further growth. Overall, the company is developing well—we have 14 employees, and we aim to expand further by hiring more automation specialists, mechatronics engineers, PLC programmers, and robotic engineers. Our goal is to fully provide a comprehensive range of services in Industry 4.0.
The main challenge I’m facing is an over-dependence on a single client. I work with a company that builds machines for various customers, but when one of their clients cancels a project, I lose orders, which forces me to reduce staff. Recently, I faced such a situation when a leading electric vehicle client "put on hold" the project to build a battery production line, which forced me to lay off 8 employees, as I had no other projects to reassign them to. This experience has made me realize how little control I have over my business.
The lack of control over revenue streams is a significant issue—I do not meet the "CENTS" criterion, which is crucial for controlling a business. I want to change this and build the company on more solid foundations. However, I’m not sure what strategy to adopt to gain new clients and become less dependent on a single contractor.
Currently, I’m heavily involved in project execution, which takes up a lot of time—from building electric motors, stators, and rotors, to batteries, inverters, and gearboxes. Due to my deep involvement in the technical aspects of these projects, I lack time for marketing and client meetings. I plan to dedicate 3-4 days a month specifically for these activities, but projects like machine acceptance and line optimization often take up the majority of my time.
So far, I’ve focused on ensuring job stability for my employees, but I’ve neglected marketing and actively seeking new clients. Now, I want to better define my services and reach a broader audience. I’m particularly interested in industries such as machinery, automotive, pharmaceuticals, packaging, as well as hydrogen energy and space (that’s my dream). However, I’m unsure how to best acquire contacts in these industries, as emails and phone calls often don’t yield results.
Do you have any advice on how to effectively expand my client base, diversify revenue streams, and better present our services?
Additionally, I’m open to collaborating with individuals who are interested in mutual earnings, especially in marketing and client acquisition. I believe that with the right partners, a lot can be achieved, so I am open to all ideas and proposals.
I will try, within reason, to post updates on the company’s progress and share what has worked best so that everyone on the forum can benefit from my Fastlane journey and avoid making the same mistakes.
Thank you in advance for all your suggestions and advice!
Best regards,
Patryk Klatt
Sisbrat sp. z o.o.
www.sisbrat.com
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