Ground Truth.
So we look at all of it. Between us we've run strategy, product, design, commercial, operations and finance, which means we can go top to bottom in one pass without handing you off to a specialist who only speaks one language.
We look from the inside, at how the company actually runs and where the money actually goes. And we look from the outside, at how you appear to a customer who's deciding, a competitor who's watching and an investor who's reading.
Those two views rarely match. The gap between them is usually where the answer is.
What we look at.
Strategy
Where you're playing, how you intend to win, and what you've genuinely said no to. Whether the advantage you believe you have is real or just something everyone repeats in board meetings.
Proposition and pricing
What you actually sell, said in words a customer would use. How it's packaged, what it costs, what it's worth, and what your price is quietly telling the market about you.
Customers
Who's really buying, why they chose you, what they nearly chose instead, and why the ones who left, left. Whether your view of your customer survives contact with your customer.
Product
What's been built, what's actually used, what's on the roadmap and how it got there. Whether the way you decide what to build next would survive being written down.
Go to market
How customers find you, what each one costs to win and how long it takes to pay that back, what converts and what doesn't. Where the funnel leaks, and whether the fix is sales, positioning or something further upstream.
Money
Where every dollar goes and what each one is expected to bring back. Unit economics and contribution margin that hold up under questioning, runway modelled honestly, and the difference between spending and investing.
How decisions get made
Who decides what, how quickly, and on what evidence. The operating cadence, in other words, and it is usually the thing nobody has written down. This is where the real constraint often lives, and it is almost always the last place anyone looks.
The outside view
Your market, your competitors, the alternatives a customer could pick including doing nothing, and how your story reads to someone deciding whether to buy from you or fund you.
Intellectual property and defensibility
What you own, what protects it, and whether the advantage you describe to investors is the same one a competitor would have to overcome. Relevant to everyone. Decisive for a spinout.
What you get.
A written analysis you can actually act on, and a session where we go through it properly and you get to argue with us.
Where the constraint really is. What to do about it, in order, with the reasoning attached so you can disagree with any of it. What we'd stop doing tomorrow. What we think each move is worth.
You'll also get the things nobody enjoys hearing, because you're paying us for the honest version and the polite version is free everywhere else.
It isn't a proposal. There's nothing at the end of it you have to buy.
What we won't do is hand it over and vanish. If you want us in the room while it actually happens, that's the next conversation, not a different company.
A fixed fee, agreed in writing before we start, and it doesn't move once we've started. Ask and we'll tell you the number in the first conversation.
What happens after
Some ask us to stay on afterwards, which is the advisory side of what we do and the larger part of it. We scope that once we know what we are dealing with, rather than guessing at it now.
Is this for you?
It works best somewhere between one and five million in revenue, where there is enough of a business for the answers to be worth serious money and enough runway to act on them.
Deep tech and research spinouts are the exception. There the commercial questions are worth answering long before there is revenue at all.