Advisory for founders and leadership teams who need to decide alongside someone who already paid the price of getting it wrong. Prioritize, cut what does not pay, and build the operation that survives the growth you are chasing.
Book a call →A founder's problem is rarely a shortage of ideas. It is too many ideas and no criteria for choosing which one goes first. Five open fronts, none finished, and a calendar that decides for you.
The other problem is how lonely the decision is. You cannot debate with your team whether to let someone go, change the price, or whether your partner is contributing what they said. And people outside rarely understand the operation well enough to have a useful opinion.
You do not come here for a framework. You come for someone who has sat in that chair, made the uncomfortable calls, and can tell you plainly what he is seeing, even when it is not what you want to hear.
I have founded, scaled and lost. Twice I lost nearly everything, and both times for different reasons.
I built businesses in technology, marketing, services and crypto, in Panama and with clients in several countries. I sold, hired, fired, shut down lines I loved and kept others I hated because they made payroll.
I lost money through my own decisions, and I lost money through my team's decisions that I did not supervise in time. Those are two different mistakes and they are fixed differently, and that distinction cost me a lot to learn.
That is why I recognize the pattern when you describe your situation: I know when the problem is product and when it is price, when the team underperforms because it is short-staffed and when it is short on clarity, and when what you call a growth problem is actually a collections problem.
I am not going to hand you a hundred-page plan. I am going to help you pick the three things that matter this quarter, and drop the rest without guilt.
Strategic advisory works on a monthly retainer, adjusted to session frequency and level of involvement. I also do standalone diagnosis sessions for people who just need an honest opinion before a big decision. If in the first conversation I see I am not the right person for your case, I will say so right there.
Both, in practice. I review numbers and structure like a consultant, and I sit with the decision like someone who has been there.
Yes, and that is usually where it pays off most, because one good decision made in time changes the whole trajectory while you are still small.
They do not need to be perfect. If they are a mess, sorting them out is probably the first job.
Yes, always, without you having to ask. I work with sensitive information constantly.
Good, the decision is yours. My job is that you make it seeing what you might not have been seeing, not to impose my judgment.
One call to put on the table where you are stuck. If I cannot help you, I will tell you right there and save you the time.
Book a call →