Angel investor and entrepreneur, investing internationally

About Jagus Brehme and working with him.

Jagus Brehme, short “Jag”. Entrepreneur and angel investor from Germany. I built companies in digital marketing and sales before I started investing in them. This page covers my background, how my holdings came about and how I work with founders.

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The short version

TL;DR

Who I am: Entrepreneur and angel investor, short “Jag”. Built companies in marketing and sales first, then invested in them.
Holdings: 50% in each of three companies, plus stakes in more than ten further projects.
What I invest in: Startups and established companies whose product or sales are digital. Hybrid models included.
What I bring: Capital plus hands-on experience in Meta and YouTube ads, funnels, sales and company building.
Focus: The DACH region. Good international deals are welcome too.
Next step: A short message via the form. Then a call, then the details.

Story

From agency to investor.

Most of my holdings did not start as investments. They started as client work.

I did not start as an investor. I started with the work that decides whether a company finds customers: ads, landing pages, follow-up and sales calls.

Most of that work happened in the DACH market, for offers that are explained and sold in a conversation, including funnels for high-ticket offers and paid acquisition on Meta and YouTube. It taught me to read a business through its numbers: what a lead costs, how many leads turn into calls, how many calls turn into customers, and what is left at the end.

In 2022 I moved to Limassol, Cyprus, and built Neuronetik Limited, a marketing agency aimed at the international market from the start. Alongside it I ran several other projects.

Neuronetik began with a broad range of advertising services. Over time, the work moved closer to the clients’ numbers and to shared responsibility for results. That led to partnerships, and to a change in model: instead of only billing for services, I began investing directly in my clients’ businesses and taking a share.

That is how many of my current holdings came about. Working inside these companies showed me their numbers, their bottlenecks and what actually drives growth. It is the basis for how I assess new investments today.

From service provider to shareholder

Each step brought more involvement and more alignment with the company’s results.

Step 1
Services

Advertising services for clients: campaigns, funnels and copy, billed as a service.
Step 2
Partnership

Closer work on the client’s numbers, with shared goals for acquisition and sales.
Step 3
Equity

A direct stake in the client’s business. Capital and execution from one side.

Fig. 1How the model changed. The three rings are also the mark of this site.

How I see a business

Every business is a loop.

Offer, acquisition, conversion, customers, margin. The margin pays for the next round of acquisition. How fast that loop turns decides how fast a company can grow.

When I look at a company, I do not start with the product or the pitch deck. I start with the loop: what is sold, how people find it, how they decide, how many stay, and what is left per customer at the end.

If the margin from a customer pays back the cost of winning that customer quickly, every round of the loop funds the next one. Growth then needs little outside capital. If payback takes long, growth uses up cash, and capital decides how fast the loop can turn.

Two leaks weaken every loop. Rising acquisition cost: the more budget a channel gets, the more each extra customer costs. Churn: customers who leave take their future margin with them. Most of my work is about closing those two leaks.

A faster loop: Shorter payback: customers earn back their acquisition cost sooner, so the same capital buys more growth.
A bigger loop: More margin per customer: a better offer, a higher price, repeat purchases.
A tighter loop: Fewer leaks: less churn and acquisition cost that stays stable as budgets grow.

The loop, worked through in numbers

The growth loop

Five stages. The margin at the end of the loop funds the start of the next round.

Fig. 2Every stage can be measured. The acquisition chain breaks stages 2 and 3 down further.

Principles

What building taught me about investing.

Six convictions from operating companies. They shape every investment decision.

How they turn into criteria

I invest the way I used to build: starting from the customer, the channel and the numbers.

Distribution is part of the product: A good product without a reliable path to the customer is not yet a business that scales. I look at the acquisition channel as closely as at the product itself.
Numbers before narrative: A pitch gets interesting once it is clear how the business makes money. Cost per customer, margin and payback come up in the first call, not the last.
The narrowest stage decides: Growth is limited by the weakest point between first click and paying customer. Fixing that point usually does more than spending more on the strongest one.
Test by rules, not by taste: Ads, offers and pages are tested one variable at a time, against criteria set before the test starts. Opinions are useful for ideas, not for decisions.
Sales is a process: For complex and high-ticket offers, sales works best with clear roles, scripts, follow-up and reporting. A good process makes results less dependent on single people.
Alignment over time: A share in the company aligns everyone on the same outcome. It is also why I agree on role and scope before I invest, not after.

Capital, distribution, execution

Each one alone rarely moves a company. The overlap does.

Fig. 3Partnerships, where many of my holdings started, sit in the centre.

What I bring

Capital is rarely the only thing missing.

Most growth problems are not solved by money alone. I bring capital together with the two things that usually decide whether the capital works.

Capital: Funding for the next step, from idea to established company. No fixed ticket; size and form depend on the business.
Distribution: Customer acquisition on Meta and YouTube, funnels, follow-up and sales processes for complex and high-ticket offers.
Execution: Company building: clear roles, processes, numbers and priorities, so that growth does not depend on one person.
Where they meet: A business gets money, a working path to customers, and someone who helps build the machine around it.

What the hands-on part looks like

Holdings

Three core holdings. More than ten further projects.

Many of my holdings started as marketing and sales work for the company. Names, figures and documents are shared in a private call.

Core holdings: 3
Share in each core holding: 50%
Further projects with partial stakes: 10+
Building Neuronetik Limited since: 2022

Overview of holdings

Three companies at 50% each, operating in different markets, plus partial stakes in further projects.

Company IOperating in SwitzerlandCore holding
Company IIOperating in CyprusCore holding
Company IIIOperating internationallyCore holding
Further projectsMore than ten partial stakes in various marketsPartial stakes

Fig. 4Names and figures are not published. They are shared in a private call.

How they came about

Many of these holdings began as marketing and sales work for the company. Where the cooperation worked and the numbers supported it, it turned into a partnership and then into a stake.

What I do in them

My contribution centres on what I know best: customer acquisition, funnels and sales. The scope differs from company to company and is agreed in advance.

Focus

Focused on the DACH region. Open to good deals elsewhere.

My investment focus is the DACH region, and good international deals are welcome too.

My holdings operate in Switzerland, Cyprus and internationally. Neuronetik Limited was set up with an international focus from the start.

I work from Cyprus, one hour ahead of Central European Time. Working hours overlap almost completely with the DACH region, so calls, reviews and joint work happen on the same day.

I work in German and English.

Focus: DACH region
Languages: German, English
Time zone: CET +1 hour

Investment focus

The DACH region as the focus, holdings in Switzerland, Cyprus and beyond.

Fig. 5Schematic chart. Points at their real coordinates, the DACH region drawn as a simplified area without borders.

Background

Where the experience comes from.

Performance marketing and direct-response sales first. Company building and investing after that.

What this means for founders

Timeline

StartPerformance marketing and direct-response sales in the DACH market, including funnels for high-ticket coaching offers and paid acquisition on Meta and YouTube.
Along the wayDirect-response copy for ads, sales pages and emails. Sales structures with setter and closer roles for complex and high-ticket offers.
2022Move to Limassol, Cyprus. Building Neuronetik Limited with an international focus, alongside several other projects.
ThenClient projects turn into partnerships and stakes in the clients’ businesses.
Today50% in each of three companies in Switzerland, Cyprus and internationally. Stakes in more than ten further projects.

Where each skill matters most

By company stage. Based on my own work, not a general rule.

Relevance of each skill by company stage
Skill	Idea	In development	Operating	Established
Positioning & offer	decisive	decisive	important	supporting
Paid acquisition on Meta and YouTube	supporting	important	decisive	decisive
Funnels & conversion	supporting	decisive	decisive	important
Direct-response copy	important	decisive	important	important
High-ticket sales with setters and closers	supporting	important	decisive	important
Company building	decisive	decisive	important	supporting
New channels & markets	supporting	supporting	important	decisive

Decisive
Important
Supporting
Stages: 1 Idea, 2 In development, 3 Operating, 4 Established

Fig. 6Schematic. The stages match the ones in the investment criteria.

Working together

What founders can expect, and what I expect.

Clear answers, honest feedback on the numbers, and work in the areas we agree on.

How the process works

What you can expect from me

A clear yes or no once I have looked at the business
Honest feedback on numbers and assumptions
Hands-on work in the areas we agree on
Introductions only where they actually help
Discretion about everything you share

What I expect from founders

Openness about numbers, also when they are weak
Founders who own execution
Willingness to test and measure
Regular updates on the agreed numbers
Plans that match the capital available

How decisions are made

As an angel investor, I invest my own capital and decide myself. That keeps the path from the first call to a decision short.

A decision follows once four questions are answered: who the customer is and why they buy, how the business reaches them, what is left after acquisition and delivery, and what has to change before growth becomes repeatable. The assessment framework explains each one.

Key facts

At a glance.

The essentials in one place.

Name: Jagus Brehme, short “Jag”
Role: Angel investor and entrepreneur
Focus: DACH region, open to international deals
Holdings: 50% in each of three companies, stakes in more than ten further projects
Experience: Paid ads on Meta and YouTube, funnels, direct-response copy, sales, company building
Company: Neuronetik Limited
Active in: Switzerland, Cyprus, international
Raised in: Germany
Based in: Limassol, Cyprus, since 2022
Languages: German, English

How I invest

Five pages, one approach.

Each page goes deeper into one part of how I invest. Every concept comes with a diagram or a worked example.

Next step

Tell me what you are building.

A few sentences are enough: what the business does, where the digital part sits and what you need. A reply on whether a call makes sense follows.