Sebastian Scheplitz

I’ve spent 25+ years building, scaling, and fixing businesses across Europe, Asia, and the Middle East. Along the way, I noticed one thing: most founders don’t fail because of bad ideas. They fail because of unclear positioning, scattered priorities, weak GTM, and no real operating system. And I’ve spent my entire career solving exactly that.

I’m a German “Swiss Army Knife” founder turned CEO/CMO, now in Dubai. I treat complexity like a puzzle: break it down, pick the right moves, execute. I’ve built and sold an agency, launched an AI SaaS, ran a media brand, and led growth in 15+ markets. I know what works, where teams get stuck, and what actually moves revenue.

Mentoring is a natural extension of how I work. I help founders get aligned, sharpen their strategy, and make decisions that don’t burn the team out. And I enjoy the human side of it. Unlocking potential. People first, then P&L, is what keeps me engaged.

My focus areas are leadership, GTM, scaling, brand/marketing strategy, international expansion, and turning chaotic growth into a clear, simple plan. If you need someone who blends creative strategy with execution discipline, that’s where I’m strongest.

I want to give back.
I’ve had mentors who saved me months of pain and helped me avoid expensive mistakes. I know how lonely the founder path gets. If I can shorten someone’s learning curve by even 10 percent, that matters.

I want to scout for advisory and board opportunities.
I add the most value when I’m close to the problem. Mentoring often surfaces teams where I can step in more deeply, as an advisor, fractional executive, or board member, when there’s a real fit.

I want to expand my network.
I operate across Dubai, Europe, and Southeast Asia. Strong relationships are how good deals, good teams, and good companies get built. Mentoring connects me with serious founders, investors, and operators, people I can support, collaborate with, or build with in the future.