Most consulting work disappears into a slide deck. We publish ours. Field notes from inside the engagement — pricing experiments, positioning rewrites, the bets that worked and the ones we walked away from.
The work is pricing, positioning and growth strategy — the three levers that compound when a company is between Series A and Series C, and that nobody else in the org has time to think about clearly. We take three new clients a year. Each engagement is six months, on retainer.
We do not run experiments. We do not "operationalize the brand." We write a thesis, defend it against the data we have, and then sit in the room while the founder decides what to do about it.
Every Friday during an engagement, the client receives a thousand-word essay on what we learned that week. Why the experiment failed. Why a customer interview reframed the thesis. What we now think the company should do differently on Monday.
Some of those essays — the ones with the client's permission — end up on this site. The rest stay between us.
A B2B SaaS client raised prices 4×. Churn fell. We argue this is not the lesson everyone thinks it is.
How we run a structured listening process before any pricing or positioning rewrite. Templates included.
A retrospective on six engagements and the single sentence that determined whether the work survived contact with the operator.
We spent two years recommending category creation to early-stage clients. A pattern in the data forced us to reverse.
A counterpoint, with data, to the most cited piece of early-stage advice in venture.
If you're between five and forty million in revenue, you have a pricing or positioning question that nobody internal is qualified to answer, and you'd want the essays — we should talk.
Replies usually within two business days. We do not work on speculative or unpaid scoping.