When a Founder Needs an Advisor — Not Another Executive
Not every difficult business problem needs another hire. Sometimes the real gap is independent senior judgement at the moment a decision has to be made.
Clear thinking for consequential decisions
Practical notes for founders, CEOs and investors navigating strategy, finance, growth, operations and transition — grounded in experience building and operating businesses.
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Case Study: Tripling Revenue Run-Rate at Assembly
Two salespeople, no process, no metrics. What changed to triple the revenue run-rate in a year — and why the biggest unlock was an operational fix, not a commercial one.
Case Study: From First Hire to Acquisition at Onport
A technical founder, a product, and no commercial function of any kind. What got built, in what order, and what actually moved ARR from around €100k to €2.5M over four years.
Before You Hire More Salespeople
When revenue stalls, adding sales headcount is the reflex. It is also the most expensive way to find out that the problem was never capacity in the first place.
Pricing Is an Operating Decision
Pricing is usually treated as a commercial exercise: what will the market bear, what do competitors charge. That framing misses the half of the question that determines whether the price is survivable.
Your Forecast Is a Capacity Plan, Not a Sales Target
Most revenue forecasts describe what the company hopes to sell. Very few describe what it could actually deliver if it sold that much — which is why the number gets missed even when the pipeline was right.
Advisor vs Fractional COO vs Interim Executive
Advisor, fractional COO and interim executive solve different needs: judgement, part-time ownership and full-time transition. Here is how to choose.
When Interim Executive Support Makes Sense
Interim and fractional get confused, but they solve different problems. Interim gives you full-time senior leadership for a defined, usually urgent period.
How to Structure Ecommerce and Marketplace Operations
The difference between a scalable ecommerce operation and a chaotic one is rarely the product. It's how the operations are structured.
Financial Discipline Without a CFO
Most growing companies feel finances slipping long before they can justify a CFO. Discipline at this stage isn't sophistication — it's a few habits, acted on.
What Actually Happens in a Turnaround
A turnaround is a sequence of urgent choices about cash, leadership, priorities and what the business can realistically become.
When to Hire a Fractional COO
A fractional COO is one of the most misunderstood hires a growing company can make. The question isn't whether it's good — it's whether your situation calls for one.
Facing a difficult business decision?
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