Clarity for your hardest growth decisions.
I work alongside leaders of $10M to $250M companies to identify the real constraint, pressure-test the options, and turn the decision into a focused 90-day plan.
Corporate strategy & transformation · Go-to-market · Pricing & monetization · AI transformation
Complimentary working session. Leave with a sharper question and a clear next step.
Most companies don't have a strategy. They have a to-do list, and the difference is the difference between compounding and thrashing.
The post-mortem data on company failure is blunt. Across 431 shutdowns analysed by CB Insights, around 70% ran out of capital, but the causes sitting upstream of that are no market need (~43%), bad timing (~29%) and unsustainable unit economics (~19%). Those are strategy failures, not effort failures. Nobody in that data worked too little. They worked enormously hard on an incoherent set of bets. Why “ran out of money” is a symptom →
Top-tier strategic thinking has traditionally been rationed to the largest companies on earth, at seven-figure fees, because the cost structure demanded it: partners priced against an army of analysts. That constraint no longer holds. AI absorbs the analyst-grade work (the model builds, the market scans, the synthesis passes), which means the judgment can be sold without the pyramid attached to it.
InnovateX is what that looks like in practice: the same method used on billion-dollar problems, run at the scope and price a $5M company or a $500M division can actually commission.
Who we work with
Founder-led and scaling
Companies with proven demand and an established product, where the founder knows something in the engine is binding but the leadership team cannot agree on what. Usually go-to-market, pricing or retention.
Scaleups and mid-market
Businesses that outgrew the instincts that got them here. Strong functional leaders, limited internal strategy capacity, and a decision that needs to be made this quarter rather than studied for two.
Portfolio companies and business units
PE portfolio companies and selected divisions that need senior, independent judgment on a defined question, without committing to a six-month firm engagement or a team of analysts.
Sector-flexible, situation-specific. The work fits B2B SaaS and software, technology-enabled services, professional and business services, marketplaces, sports and multi-location consumer businesses, healthcare and other service organisations.
The revenue band matters less than the shape of the question. If the answer will change what you do next quarter, and the honest answer might be unwelcome, that is the work.
How we engage
Engagement details →Strategy Audit
A 30-minute working session on your single biggest constraint. You leave sharper either way.
Fixed fee · 1–2 weeksFocused Module
One discipline, deeply: a war-game before a pricing move, a KPI rebuild, a board-memo overhaul.
Fixed fee · 2–4 weeksStrategy Sprint
Full diagnostic, a one-page strategy and a 90-day roadmap your team can actually run.
Fractional · 3-month minimumFractional Advisory
A senior strategy function without the full-time hire. Two to four days a month, in your operating cadence.
Every engagement is fixed-fee and scoped against a specific question. Fees are set after the audit, because a two-week pricing module and a three-region expansion diagnostic are not the same purchase. No hourly billing.
Where I have worked
Nine years of engagements and operating roles across commerce, software, industrials, travel and consumer goods.
Experience, not attribution. These are organisations I have worked with or inside, across advisory engagements and in-house operating roles.
What outcomes I have produced
All case studies →Results from anonymized client engagements and in-house operating roles. Deliberately not matched to the companies listed above, because those results are confidential and attributing them would breach the terms they were produced under.
How these were measured
- Baseline
- Each figure is measured against the trailing twelve months before the engagement started, frozen at kickoff and normalized for seasonality and any known volume shift. Baselines were agreed with the client's finance owner before delivery began, not reconstructed afterwards.
- Measurement
- Churn is logo churn on a cohort basis, not blended. Revenue figures are incremental against the frozen baseline, not total revenue in the period. Margin is reported in percentage points of EBITDA, with cash cost reduction and cost avoidance counted separately rather than summed.
- Attribution
- Only value traceable to a specific decision or workflow that changed is counted. Where another initiative touched the same cost pool or customer set in the same period, the value is allocated once and the second initiative recorded as enabling.
- Window
- Results are reported at run-rate once fully ramped, held for at least two consecutive reporting periods. Run-rate is never reported as if it were in-year value.
- Evidence
- Measured for churn, revenue and margin figures, taken from client systems of record. Derived for the cumulative advisory total, which aggregates across engagements with differing measurement windows.
Client names are withheld under confidentiality. Case studies on this site are anonymized or composite and labelled as such. The full engagements →
Ten capabilities. One operating system.
All capabilities →Every engagement runs the 4D Method (Diagnose, Decide, Design, Drive) against one of ten problems. Fixed fee. No hourly billing, no scope creep.
Growth & Corporate Strategy
Where to play, how to win, and what to stop doing.
04Fundraise Readiness
Metric integrity and a diligence pre-mortem, before an investor finds the holes.
09Market Entry & Expansion
Sizing, profit pools, entry mode and a localization plan that survives contact.
02Go-to-Market Strategy
ICP, segmentation, channel economics and sales motion, AI-enabled underneath.
06Pricing & Profitability
The fastest lever on the P&L and the least examined.
07Revenue Systems & Operations
Funnel definitions, pipeline hygiene, forecast accuracy, CRM architecture.
08Customer Journey & Retention
Cohort economics and onboarding redesign. Churn is rarely one problem.
03AI Enablement & Deployment
Agentic AI put into live operations by someone who has shipped the workflows.
05Product Strategy & Roadmap
A wishlist backlog turned into a sequenced roadmap with a business case.
10Operating Model & Transformation
Org design, decision rights, cost and cadence when execution stalls.
Nothing in that group.
One senior advisor. No leverage model.
Nine years spanning MBB strategy consulting and in-house leadership: advising C-suites on M&A, cost and restructuring, then running strategy and transformation inside operating companies where the recommendation had to survive its own implementation.
The person you meet in the audit is the person who does the analysis, writes the deck and sits in the room when it lands. At most two engagements run at a time. That constraint is the product.
- MBBEngagement Manager and Consultant across strategy, operations and M&A.
- OperatorVP-level strategy and transformation leadership inside software and commerce businesses.
- AI SpecialistStood up a company-wide AI council; deployed agentic tooling into live operations.
- MBA · CFA L2Top-tier MBA, CFA Level II complete, IBM AI Product Manager certified.
Selected work
All case studies →Halving churn by fixing what churn actually was
A subscription business bleeding customers faster than it could buy them. Cohort analysis split one churn number into three distinct problems, and the fix roughly doubled customer lifetime while bringing CAC payback inside 12 months.
Read the case →
The channel everyone had written off
Conversion before traffic: how a starved e-commerce operation became a board-level growth pillar.
Read the case → Composite CaseAgentic AI where it pays for itself
From subscription sprawl to three production workflows with roughly 30 hours a week of capacity recovered.
Read the case →Before you book
What does an engagement cost?
Every engagement is fixed-fee, quoted after the complimentary audit. There is no rate card on this site because the same word, "strategy", covers a two-week pricing module and a multi-region expansion diagnostic, and pretending those are one price serves nobody. What is fixed is the model: a single fee agreed before work starts, no hourly billing, no change orders for scope we should have anticipated. If the budget and the problem do not meet, you will hear that in the audit rather than three calls later.
How is this different from hiring a large consulting firm?
Three differences that actually matter. Seniority: the person who wins the work does the work. There is no team of analysts learning your business on your budget. Speed: engagements run two to four weeks, not two to four quarters, because AI absorbs the analyst-grade production and the judgment does not have to wait for it. Price: the cost structure that justifies seven-figure fees (the pyramid, the offices, the bench) does not exist here.
What is the same is the method. Hypothesis-driven diagnosis, MECE issue trees, answer-first communication, and a refusal to hand over a recommendation you cannot execute.
How big does a company need to be?
Clients run from roughly $10M to $250M in revenue with 25 to 500 people: founder-led, privately held and PE-backed North American companies, plus selected business units of larger firms. The revenue band matters far less than the question. The work fits when a specific decision is pending, the answer will change what happens next quarter, and there is enough data to be honest with.
What actually happens in the free strategy audit?
Thirty minutes, structured. You describe the situation; we run problem framing on it live, the same discipline that opens every paid engagement. You leave with the question sharpened, an initial read on where the constraint probably sits, and a view on whether this is worth paying anyone to solve. Roughly half of these conversations end with a recommendation to do nothing, or to fix something internally rather than hire an advisor.
What role does AI play in the work?
Two roles, and it is worth separating them. Internally, AI is how the analyst-grade production (model builds, market scans, document synthesis) gets compressed from weeks into days. That is a cost structure, not a client risk. As a service, AI enablement is a capability in its own right: assessing where agentic workflows genuinely pay, piloting them, and getting them adopted. The distinction matters because most AI consulting sells the first thing as if it were the second.
Where are you based, and do you work remotely?
Toronto, Canada. Engagements run across North America, with prior work spanning APAC and the Middle East. Delivery is remote-first with on-site sessions where they earn their travel cost, typically the diagnostic readout and the decision workshop.
Who owns the work product?
You own every deliverable produced for you (decks, models, roadmaps, documentation) with a full licence to use, modify and share them internally and with your board or investors. The underlying methodology, templates and frameworks remain the property of InnovateX. That split is written into every SOW, alongside scope boundaries, assumptions, change control and an explicit clause on how AI is used in delivery.
Find the constraint holding back growth. Decide what to do next.
Bring the consequential decision your leadership team has not resolved. In 30 minutes, we will sharpen the question, identify where the constraint may sit, and determine the most practical next step.
No presentation. No generic sales pitch. You leave with greater clarity either way.