Advisory work is easy to describe vaguely. This page is the specific version: the four areas I work in, the three ways an engagement can be structured, and what you get in each.
Most engagements touch more than one, because growth problems rarely stay in their lane. A pricing problem is usually a positioning problem wearing a disguise.
Turning revenue from something that happens into something that can be forecast. The work is building the motion, not running it for you.
Most companies price by habit, by what the last customer paid, or by what a competitor charges. All three are guesses. Pricing should fall out of the cost structure and the value delivered.
Deals are won or lost in terms as often as in price. I read the agreement before it is signed, not after it goes wrong.
The infrastructure that lets revenue grow without proportional chaos, and the reporting that lets you see around corners.
You should be able to test whether this is valuable before committing to it, and you should never be locked into something you have stopped getting value from.
A structured assessment of what is actually constraining growth. Interviews with you and your leadership, a look at the numbers, and a review of how commercial decisions currently get made.
Ongoing work against the roadmap, with enough continuity to see initiatives finish rather than start.
Operating capacity rather than advice. For companies in transition, between leaders, or carrying more growth than the current team can absorb.
A small practice, deliberately. You work with me, not with a team assigned to your account.
Nothing is committed until it is written. Confirmations before commitments of resource, attribution rules before pipeline is shared, and a clear line between what has been promised and what has actually been agreed.
The roadmap is yours. The diagnostic is designed so that you can act on it with someone else, or with no one. That is the point of paying for it separately.
I will tell you what I think. Including when the answer is that you do not need an advisor, or that the constraint is not the one you brought me in to solve.
Limited engagements at a time. Depth is the product. A practice with twenty concurrent clients is selling something else.
Tell me where the business is and where you are trying to take it. First conversations are exploratory and there is no charge for them.
Get in touchMost engagements begin with a short call, then a fixed-fee diagnostic. You will know what you are buying before you commit to it.