Over the past several years, I’ve worked with early-stage startups, and mid-sized businesses to help them solve ambiguous problems and bring clarity to their growth roadmap. These include education, SaaS, e-commerce/D2C and consulting companies.
My work falls across three key domains: business strategy, marketing, and business operations. Here’s what that looks like in practice.
1. Business Strategy
Strategy, for me, is not just about growth, but about relevance, timing, and the feasibility of an idea. Most of the time, I’m brought in when a company is either considering a new business vertical or is unable to scale a current one.
The core areas I work on:
- Market Research & Opportunity Sizing
I evaluate whether a new idea has merit based on demand indicators, competitor mapping, pricing benchmarks, and adjacent market signals. - Business Model and Execution Planning
This includes helping founders and leadership teams chart how an idea would go to market, who it would serve, and what internal capabilities would be required to make it work. - Go-To-Market Strategy
From early-stage positioning to activation levers, I map out clear launch plans. These often include customer acquisition experiments, product messaging, channel strategy, and internal resourcing. - Product/Service Planning
In many consulting projects, I help define product features and service elements—especially for blended offerings (tech + services). I also assist with user journey design and feature prioritization in MVPs.
2. Marketing
In growth-stage companies, marketing often lacks structure. There’s effort, but no narrative. My job is to bring alignment between what the product is trying to solve and how it’s being communicated.
I work on both brand and performance sides:
- Positioning and Messaging Frameworks
Whether it’s a B2B SaaS product or a coaching program, I work on defining the narrative:
What problem do we solve? For whom? What makes us different?
This foundation feeds into all downstream communication. - Marketing Decks and Stakeholder Presentations
I build decks that simplify complex products for external partners—whether that’s investors, B2B clients, or distribution collaborators. In some cases, these decks have served as training tools for internal teams too. - Content and Communication Strategy
I help teams plan their content pipelines, identify key themes, and create structures where content supports both brand-building and lead generation. - Website Structure and Copy
Often, I rewrite or restructure entire websites—from the sitemap to individual sections—ensuring that every word contributes to a better understanding of the product or service.
3. Business Operations
Not all strategy work is external-facing. A large part of consulting engagements involves getting the backend aligned with the front.
Here’s what I typically work on:
- Internal Decks and Strategic Documentation
These include review decks, decision memos, planning documents, and internal notes for leadership alignment. - SOPs and Process Design
I’ve helped teams put together Standard Operating Procedures (SOPs) across admissions, sales, marketing, and operations—especially in service businesses that scale via teams. - Wireframes and Workflow Design
Especially when businesses are building internal tools (LMS, CRM, dashboards), I help define wireframes, flow logic, and user permissions. The goal is clarity in how information flows and decisions are made.
Final Thoughts
My work lies at the intersection of clarity and execution. I come in when teams want to move from fuzzy intuition to clear, structured thinking.
If you’re building something new, recalibrating what already exists, or simply need an outside perspective to untangle a business knot—you’ll likely find my approach valuable.