Strategy. Execution. Investment.

Why we don’t stop at advice

We like giving good advice. But we don’t want to be measured by the quality of our reports. Day rates reward time spent, not what changes inside the company, and that incentive never felt right to us. Andy Grove, the long-time Intel CEO, put it simply: a manager’s output is the output of the organization they run, plus the output of the ones they influence. That is the standard we hold ourselves to. So we prefer to take responsibility, as part of management, full-time, interim or fractional, and where it fits, with part of our fee tied to results. A car with 1,000 horsepower goes nowhere if the wheels spin. We’re there for the grip.

Advise · Advice from an operator

Strategic consulting for companies in renewable energy and adjacent sectors, for management teams that need more than generic frameworks: a partner who has faced the same challenges and built businesses from the ground up.

How we engage: monthly retainers with an agreed number of days, fixed-price projects where scope allows, and, where it fits, a fee component tied to agreed results.

Run · Interim & fractional management

Some challenges cannot wait for a permanent hire, some transitions need someone who has done it before, and some companies need senior leadership, just not five days a week. Thomas has served as CEO and Managing Director of companies in Germany, the United Kingdom, the Netherlands, the United States and beyond, and brings that responsibility, not advice from the outside. Interim: full-time, typically six to twenty-four months, as CEO, managing director or board member. Fractional: part-time as CEO or COO, a set number of days per month, for as long as it adds value.

Fits when

What a fractional mandate can look like

Fractional is often where we start. Sometimes it grows into a co-building partnership. Sometimes it ends when the job is done, and that is fine too.

Own · Investment & co-building

Where Jomicon differs from a conventional consultancy: we take skin in the game. When we see a strong business with real potential but a strategy or structure that limits its growth, we do not just advise. We invest, take operational roles and build alongside the team. Full alignment between what we recommend and what we stand to gain, no separation between the plan and the execution. The FEBESOL engagement is the complete example: intensive strategy work led to a transformation plan, which led to equity participation and a Co-CEO role, which led to the acquisition by Thermondo in 2024.

The approach: from concept to implementation and beyond

The challenge

The opportunity was clear, but the path to realizing it was not. Transforming into a residential solar EPC business in the first place and scaling the business after required more than additional headcount or a larger service area. It required a fundamental rethinking of the business model.

The approach

The diagnosis after a series of intensive strategy sessions: the path to scale ran through a fully vertically integrated residential solar EPC, owning the customer journey from lead generation to installation. A new business model, a new organization and a new go-to-market.

A critical and easily underestimated part of the transformation was building the operating infrastructure from the ground up: the software stack, the digital tools and the internal processes that let a rapidly growing business keep quality and control at scale.

Jomicon did not deliver a strategy document and step away. Thomas joined the Board as Co-CEO and became a shareholder. Full alignment between strategy and execution, with skin in the game on both sides.

The outcome

Within three years, FEBESOL had completed its transformation: from a regional installer in south-west Germany to a nationally active, vertically integrated solar EPC with close to 200 people and operations spanning the length and breadth of Germany. In 2024, 100% of the shares were acquired by Thermondo GmbH, Germany's largest heating installer for private households. A successful exit and a clear validation of both the strategy and the execution.

A career built in renewable energy

As CEO of Pfalzsolar GmbH, Thomas transformed a loss-making regional solar company into an international project development and EPC business operating across Germany, the United Kingdom, the Netherlands, Spain, and the United States. The transformation meant rebuilding the business model, the team and the go-to-market while delivering live projects at the same time.

As COO of Greencells Group, one of Europe's leading solar EPC providers, he oversaw the planning and construction of major solar projects across Egypt, the Netherlands and Hungary, heading operations and contributing to the company's growth as a significant international EPC contractor.

Across these roles he has served as Managing Director and board member of numerous project and service companies, led M&A transactions on both the acquisition and the disposal side, navigated complex international partnerships, and managed organizations through periods of rapid growth and structural change. Jomicon was founded in 2018 to bring that breadth of operating experience to bear.

What Sustainable Business Engineering means

Engineering rigor, technical, financial and operational, applied to building businesses that work, and keep working. Over more than two decades Thomas has helped launch and build a significant number of renewable energy businesses: from photovoltaic solar to biomass district heating, from residential installation to large-scale international EPC contracting.

Building each of them required the same disciplines: a command of the relevant technology, the ability to model and stress-test the financials, the operational experience to execute with precision, and the leadership to bring teams through rapid growth and significant change. Today that same discipline extends to artificial intelligence and technology-enabled business models. The tools evolve. The approach does not. Underneath all of it is something simpler: common sense, applied consistently. Look at what is actually happening, decide on the facts, then do the work.

The third factor: the operating system

Strategy and people matter enormously. The third factor is the tools and technology a business runs on, and building the right operating system is a strategic concern, not a back-office one. Building that infrastructure in parallel with the strategic transformation is a decisive factor in the speed of execution. Thomas has always adopted the right tools early, today including AI; making that lever available to owner-led SMEs is what BoostLane is for.

“Most of what I do is apply common sense: look at what is actually happening, decide on the facts, and then do the work properly.”