Industries I work with
Start here
Pick the closest one below
Probably this one
Four explanations means nobody has checked. The cause is usually one place nobody looked, and it is rarely where the symptom shows.
What I’d check first
Probably this one
The bottleneck is rarely how much work there is. It is that nobody else is allowed to decide anything, so every decision waits for you.
What I’d check first
Probably this one
Usually they are not. Most owners were never taught how to brief one, what to measure it on, or how to check what came back — so there is no way to tell either way.
What I’d check first
Probably this one
Most of what gets sold as an AI problem is a process problem with a subscription attached. The answer comes from the arithmetic, the same as any other spend.
What I’d check first
Probably this one
When a result has no name against it, every explanation is true and nothing gets fixed.
What I’d check first
Case studies
I include different industries on purpose. Most of what breaks inside a business repeats everywhere, regardless of the sector.
Artopad had no sales history anywhere. No audience data, no pixel history, no idea what a customer should cost. The budget had to cover the fee, the media, and everything else.
A US luxury furniture retailer trading as VIG Furniture asked for a marketing fix. The audit covered sales, marketing, logistics, and IT together, and the margin turned out to be leaking somewhere nobody was looking.
A US marketplace selling ready jobs to HVAC and appliance technicians needed customers. The research found the audience already paying $180 to $200 a lead to a company they openly warn each other about.
In the first weeks of the 2022 invasion, a humanitarian platform had to connect people who needed help with people offering it, fast enough to matter, and trusted on sight by both sides.
What I work on
I find what needs to change, lay out the steps, and stay involved while your team puts them into practice.
Where the money goes every month, and what comes back.
What you get
A straight answer on which spending earns, what to switch off, and what to fix first.
Typical outputs
Engagement
Fixed scope, agreed before anything starts.
Why the business still needs you inside it to work.
What you get
The work runs when you’re not in the room, and you can prove it did.
Typical outputs
Engagement
Fixed scope, agreed before anything starts.
What you sell, what it costs you, and what it’s actually worth.
What you get
You know which product earns, what to charge, and what to sell next.
Typical outputs
Engagement
Fixed scope, priced after the first review.
Whether the work matches what you asked for — and, when you need it, a senior seat inside the business until it does.
What you get
Every number has a name against it, and somebody senior is holding the work to it.
Typical outputs
Engagement
How much of me the business needs is agreed with you, and revisited as it changes. Never open-ended availability, and never execution.
AI strategy and implementation: whether you need it, where it pays, and what to build. In that order.
What you get
Automation only where it removes real hours, with the arithmetic to prove it.
Typical outputs
Engagement
Fixed scope for the assessment, priced separately for the build.
Domains
Each one has its own page with the situations I get called into and what I do.
Finding where the business breaks, and what to fix first
Before you buy it, before you sell it, or before you renew the agency
Go-to-market, positioning and the story investors buy
Channels, leads and the sales path that has to pay for itself
What to sell next, at what price, packaged how
Processes, suppliers and partners, logistics, hiring, and stalled deals unstuck
A senior seat inside the business, for as long as it is needed
Where automation removes real hours, and what it is worth
Research and programs that have to inform a real decision
How I work
How the incentives differ
For consulting engagements:
An agency earns when you spend more. I earn when you spend better. An in-house hire is paid to own the function. I charge a fixed price for a defined piece of work: find what is causing the problem, decide what should change, and help your team put it into practice. No hourly billing and no percentage of your spend. Before adding traffic, staff or software, I check whether the problem actually needs more of any of them.
More traffic, more staff and more software all do the same thing: they raise the price of a problem nobody has found yet.
What changes
We switch off what drains the budget and fix what nearly works. This is what the week looks like afterwards.
You see what each channel costs and what it returns. When someone asks for more budget, the numbers decide whether it makes sense.
The people who arrive are the ones who buy. Your team stops losing days on conversations that were never going to end in a sale.
Everyone can explain the offer the same way, quote the same price, and sell to the same kind of customer. You are no longer the only person who can close the deal.
Every change has an owner, a deadline, and a number to check. Work keeps moving without waiting for you or me.
About me
I’ve worked as a business consultant and strategist since 2017. Since then, I’ve worked with 42 clients across more than 25 industries, finding what actually holds a business back. The work has ranged from tripling average order value and quadrupling retention to cutting the cost of winning a customer by two-thirds and getting orders out the door three times faster. When a client needed to enter a new market, I researched it, built the go-to-market plan, and helped them enter it.
Since starting this work in 2017, I’ve built the framework I use with every client today: find the cause, decide what changes, put it into practice, and check the result. I’ve also written and published two books based on it.
Consulting often ends with a document. I stay through implementation and come back to check what changed.
You can see how that worked in the case studies, or skip them and tell me what’s not working in yours.
Questions
These are the four I get asked most, usually in this order. You should know the answers before you send me access, data or money.
No. You get the decisions in writing, but I stay involved while your team puts them into practice. I join the meetings that matter, review the numbers, and check what is moving and what is stuck. Every change has an owner, a deadline, and a number to check. A month later, we review what actually changed and adjust what didn’t work.
If the missing capability is part of the problem, I’ll help you define what the role needs to do and evaluate the people you’re considering. Once someone is in place, your team does the work; I help set the priorities, ownership and measures. If the work needs a specialist I don’t provide, I’ll tell you that rather than pretend otherwise.
I start with your numbers, your customers and how the work actually moves through the business. Many problems repeat across industries, but some don’t. If the issue depends on specialist knowledge I don’t have, I’ll tell you before you pay me to solve it.
Then I wouldn’t assume the answer is another hire. I’d check whether the problem is ownership, priorities, process, capability or the role itself. The plan makes clear what stops, what starts, who owns each change, and how we’ll know whether it worked.
Because you shouldn’t pay consulting rates for repeatable execution. I’m there to find the cause, decide what should change, and help your team implement it. When the work calls for a specialist, the specialist does it. Your business should be able to keep the change running without depending on me.
