The questions leadership teams ask us before we start

Your board advises from above the company, in a few meetings a year, and everyone in the room has their own agenda. We work inside the leadership team, week to week, and our only job is to get the company through this stage. The two are complementary, and often the board is the one that suggests bringing us in.

Companies hit this wall at very different sizes, at €2M, €10M, €50M, or past €100M. What matters isn't the revenue, it's that growth has slowed and the way you're running the company hasn't caught up to its stage.

We do both. Most firms hand over a roadmap and leave. We help set the direction, then stay while the leadership team executes it, making the trade-offs that come up when the plan meets reality. Our experts can even join your team for a few months.

Yes. We don't disappear after handing over a deck. Once the roadmap is set, we stay to track progress, help leadership make trade-offs, keep teams aligned, and adjust the strategy when things change. Transformation is rarely a three-month project, and we stay for as long as execution needs us.

Yes, but pricing is rarely just about price. When sales cycles get longer or you start losing deals you used to win, price is usually the symptom. The cause is often unclear positioning, the wrong target segment, a weak value story, or a product-market gap. We look at positioning and competition first, then define a pricing model that supports the growth you're after.

At €5M+ you already have customers, so the real work is usually refining and focusing the profile, not inventing it. We look at profitable versus unprofitable accounts, churn, sales-cycle data, expansion revenue and acquisition cost. The point is to know which segment actually drives scalable growth, and to line product, marketing and sales up behind it.

That's exactly where we come in. When companies grow fast, structures that used to work turn inefficient, reporting lines blur, and decisions slow down. We give you an honest organisational diagnosis, clarity on leadership roles, a redesigned operating model, and a roadmap to implement it. We work with you, not against you, because change only sticks when it's owned internally.

Competitive pressure usually exposes positioning weaknesses that fast growth was hiding. We run a competitive analysis, map your differentiation, sharpen the value proposition, and adjust the go-to-market. The aim isn't reactive marketing. It's rebuilding a position you can defend, based on what you're actually good at.

That's the whole point of us. Our founder has scaled and exited Eptica. We sit on multiple boards and support CEOs in high-stakes situations. We bring founder-to-founder experience, and our job is to challenge, support and guide leadership teams through real decisions.

When a product organisation struggles, the cause is usually structural: an unclear product vision, misaligned prioritisation, no real governance between product and sales, no disciplined way to decide. We help define the product strategy, the prioritisation logic, the roadmap discipline, and the alignment between product and go-to-market. Our product lead can also join your team for a few months to help from the inside.

Regularly, across Europe, North America and APAC, with leadership teams and boards. We clarify the long-term ambition, set the three-year direction, prioritise the initiatives, align leadership around measurable objectives, and build a clear execution roadmap. These seminars are structured, rigorous, and built to produce decisions.

Yes. It's a structured alignment process for leadership teams stuck at a plateau. It usually runs as a diagnostic across strategy, product, governance and organisation, then facilitated leadership workshops, clarity on who decides what, a short set of agreed priorities, and an executable roadmap. The goal is operational alignment: the executives share the same three priorities, the same success metrics, and the same view of where the company is going over the next 12 to 36 months.

Board misalignment tends to surface when growth slows. Expectations diverge and pressure rises. We work with CEOs and boards to clarify strategic direction, agree on realistic growth scenarios, redefine capital allocation, strengthen the governance structure, and make sure reporting reflects the strategy. We sit on 5 boards, so the advice comes from practice, not theory.