Running a brand puts an endless list in front of you: products, channels, launches, promos, agencies, tools, projects. Every one of them takes cash and attention, and only a handful move profit, cash or growth. We find that handful, give it the resources it needs, and stop, simplify or postpone the rest.
Every initiative, channel, product line, agency and tool the business is running, with what each one costs and what it produces. This is the Operating Assessment: we start with the P&L and cash position, then look at where the team's time actually goes.
Ranked by effect on profit, cash and growth. The 90-day plan writes down what those few get, what stops, what gets simplified or postponed, and who owns each next step.
Lists grow back. If you want help keeping this one short, we continue through Founder Advisory: two working sessions a month to decide what gets added, what does not, and where the team's capacity goes.
I build the list, recommend what stays and what stops, and run the working sessions. Your team owns the work. I did this at Koio in 2023, when online marketing got more expensive, consumer spending pulled back and the model we had built the company on stopped working. We went back to our customers to understand why they bought from us, refocused the brand on that answer and simplified the company around it. Eighteen months later the business was profitable and growing, and that gave us options.
Tell me what the business is working on and what you think actually moves it. I read every inquiry personally and reply within two business days.