About
I've seen the decisions from every seat in the market.
Product side, agency side, client side — and now the one where the risk is mine. Eight cities, three countries.
That's the whole reason I'm useful. Most people advising on growth and go-to-market strategy have seen it from one chair. The decisions look completely different depending on which one you're sitting in, and the expensive mistakes usually happen in the gaps between them.
Four seats.
Each one shows you a different part of why value gets created or thrown away — and each one hides the other three.
Eight cities. Three countries.
Not biography — the moves are the seats. Select one.
What I believe, in one line: a business is worth what its decisions have compounded into. Everything else is a proxy for that, and most of the proxies lie.
You can raise price and win a quarter. You can cut cost and win a year. Neither one makes a single relationship more valuable, and a buyer three years from now will price the relationships, not the quarter. What customers are willing to pay only rises when they are getting more — and they only stay when it keeps being true. That is the difference between creating value and capturing it, and it is the only version that leaves something behind for the customers, the people who work there, and the owners at the same time.
Which is why I work on decisions rather than campaigns. A campaign is judged in a quarter. A decision about who you serve or what you refuse is still setting your price years later, usually without anyone noticing it was a decision at all.
That is what I am for.