Let's work together
What working together looks like
I work with founders and senior go-to-market leaders at companies in Canada, the US and the UK. I bring 20-plus years in venture-backed scaleups, founder roles and fractional growth leadership.
We start with a 30-minute intro conversation to see if there's a fit.
If we decide to move forward, the next conversation is 60 minutes. I'll bring a set of growth dynamics questions and we work through them together (the ten areas I care about are below). You don't need to prepare anything. By the end, most people already see their growth more clearly.
If it makes sense to go further, I spend two to three weeks going deeper. I'll need two or three hours of your time, conversations with two or three people on your leadership team and confidential access to the numbers you already track.
What you will get
The deep dive ends with a written position and a working session where your leaders pressure-test it and argue with it. That back and forth typically leads to agreement on growth priorities.
After that, you decide. Some teams take it from there on their own. Others keep me on as an advisor while they execute, or bring me in as a fractional growth and GTM advisor to partner with the current team or guide them as they build it.
If that sounds useful, let's talk for 30 mins.
I am not here to state the obvious, but I will if required :)
Most companies have more things they could fix than capacity to fix them, so I don't hand you a list of problems. I tell you what to improve, what to eliminate and what to leave alone on purpose for a while.
The ten growth dynamics I explore with you and your team
Market Dynamics
Before I look at anything inside your company, I look at the market around it. Is your category brand new, growing, flattening or filling up with look-alike competitors? Is there a real reason this is the right moment, or are you early or late? How big is the total addressable market, and how big is your buying pool? A strong funnel in a capped market tells a different story from a strong funnel in a growing one, and the right growth move depends on which one you're in.
Product Dynamics
Next I ask whether your product does any of the growth work itself. Can someone see its value quickly, without a sales call? Is the return clear enough for a buyer to justify it to their CFO? Is there a natural reason for one user to bring in another? A product that pulls its own weight gives you a tailwind. If yours doesn't, sales and marketing spend has to produce every new customer, and that changes what a realistic growth plan looks like.
Funnel Dynamics
Your funnel is how interest turns into revenue: where demand comes from, where it stalls between first touch and signed contract, and what it costs to win a customer and replace the ones you lose. Conversion rates tell me roughly where to look, but what I'm after is the specific leak. I also read the funnel alongside the market and the product, because a funnel problem is sometimes a symptom of something further upstream.
Customer Dynamics
Winning a customer is the midpoint, not the finish line. Are customers expanding, renewing with enthusiasm and referring peers? Or are they staying because switching is a hassle? Both show up as "retention" on a dashboard, but only the first compounds. A business can look great on new bookings and still be hollow here, and this is often where the cheapest growth is hiding.
Money Dynamics
Every growth plan has a price tag, so I want to understand what yours can afford: your targets, your budget, how fast you're spending and how much patience there is to keep going. Your targets tell me what leadership believes is possible. Your cash position tells me what's actually allowed. The gap between the two is usually where a real conversation about growth begins.
Human Dynamics
I look at who owns growth in practice: who makes the calls and who's accountable when the numbers miss, whatever the org chart says. Does that responsibility sit with one person, or is it spread across so many desks that nothing moves? Without clear ownership and expectations, even a good strategy tends to stall.
Monetization Dynamics
When the product and the funnel both look healthy but growth still isn't compounding, I check pricing before assuming it's an execution problem. That means how you price, how you package your tiers, how easily customers can grow their spend with you and how often your team discounts to close. Changes here can be one of the larger growth levers.
Capital & Governance Dynamics
If you have investors and a board, I like to understand the pressure they're applying. Picture two companies with the same cash and the same burn. One board is funding eighteen more months of aggressive expansion; the other wants a path to profitability by next quarter. Those companies will behave very differently. Your funding stage, runway and future funding plans shape the whole picture.
Operating & Systems Dynamics
This one runs underneath everything else. Can your organization see what's happening in its funnel, its customer base and its finances? Is the data trustworthy, are the tools connected and is there a regular rhythm for reviewing what's working? If not, decisions are being made on a story rather than evidence. If new systems or processes make sense, I will recommend them.
Risk & Dependency Dynamics
What could break the story? Maybe one customer makes up a third of revenue, or a founder carries every key relationship. Maybe a regulatory change or a cheaper substitute is on the horizon. I treat this as a check for fragility rather than a growth lever, and it's better to find it before you commit to a plan.
How it comes together
Within each dynamic, I sort what I find into one of three recommendations: improve it, eliminate it or leave it alone. Eliminating is usually small and specific: a channel that fills the pipeline with deals that never close, a pricing tier nobody buys, a discounting habit your sales team has come to rely on, a weekly report nobody reads. Leaving something alone is a deliberate call too, because knowing what not to touch for a while is part of the answer.
Once everything has a recommendation, the picture turns into a clear position: here is where growth will come from, and here are the two or three decisions it rests on. That's what I hand back to you: a stance you can act on rather than a long list of findings.