Most of my clients already have a strong capability and want a stronger business around it. A few situations I see often:

• Too many services, thin margins: A research agency with a long menu and shrinking margins. The work is deciding what to package together and what to retire.
• Good technology, no clear buyer: A start-up with a strong product and no clear market yet. We pin down who buys and what they'd pay, then build the launch plan around that.
• Leading with AI: A firm that wants to lead with AI instead of catching up. Synthetic audiences are a good example. I help firms design them into their products and prove they work, so clients trust what they hear.

I start by listening. In a first conversation I want to hear what you're trying to do and what's in the way. If I'm not the right person, I'll tell you, and I can usually point you to someone who is.

We agree on the measures up front, and they're yours: revenue from a new product, margin on an existing one, renewal rates, time to launch. We track them as we go and change course when the numbers say so.