Model
I build the business model and unit economics properly — what a customer costs, what they return, and over what period. Most of this work is arithmetic nobody has sat down and done. It is also where the uncomfortable answers live.
Service 01
Business incubation and growth strategy
Business incubation is the work of turning a company that runs on its founder into one that runs on a system — the model, the numbers, the operating cadence, and the first hires that make it repeatable.
Most early companies do not fail for lack of an idea. They fail because the idea never acquired a spine: no one agreed what the unit economics were, no one owned the number, and every decision went back through the founder. I co-build the spine and stay through the quarter that proves it holds.
The problem
You are probably here because of one of these.
- Revenue is real but nobody can say which customers are actually profitable
- Every decision routes through the founder, and the founder is the bottleneck
- You have a plan for the year and no plan for the next ninety days
- You know you need to hire but not what the first hire should own
- Growth is happening and it feels worse, not better
How it runs
What actually happens, in order.
Focus
I pick the metrics that actually move the business and cut the ones that only move dashboards. A company that tracks nine numbers is tracking none of them.
Cadence
I install the operating rhythm — what gets reviewed, by whom, how often, and what happens when the number is missed. This is the part that survives after I leave.
Execute
I work the first ninety days beside you rather than handing over a plan and checking in. The first artifact is something running, not a document.
What you get
What you are left holding.
- A business model you can defend line by line
- A short list of metrics with a named owner for each
- An operating cadence that runs without me in the room
- A scoped first hire, with the role written around the actual gap
- Business model & unit economics
- Go-to-market plan
- Operating cadence & KPIs
- First-hire scoping
Questions
Business, answered.
What is business incubation?
Business incubation is the work of turning a company that runs on its founder into one that runs on a system. In practice that means building the business model and unit economics, choosing the metrics that matter and assigning an owner to each, installing an operating cadence, and executing the first ninety days alongside the team rather than handing over a plan. It is distinct from investment — the point is operational capability, not capital.
Is this the same as an accelerator?
No. An accelerator runs a cohort to a fixed curriculum and a demo day. I work with one company at a time, on that company's actual constraints, with no cohort and no fixed end date. The other difference is participation: I work inside your tools and own outcomes next to the team, rather than advising from outside.
Do I need to be raising to work with you?
No. Most of this work matters more to companies that are not raising, because a business without outside capital has to be operationally sound sooner. I work with founders who have traction and need an operating spine, whether or not there is a round in the picture.
The other three
Most engagements combine two or three of these.
Strategic Marketing & Brand Development
Positioning that survives contact with a real market, an identity system your team can run without me, and the campaigns that carry it. I build the thing and hand you the keys — I don't rent you a dependency.
Operations Management & Process Optimization
I map what's actually happening — not what the org chart says — cut the steps nobody defends, and leave behind systems that hold under load. Unglamorous work. Usually where the fastest margin is hiding.
Technology Build & Implementation
I own the technical side the way I own the rest of it — what gets built, what doesn't, and whether it can be afforded once it's live. The building itself goes through The Creative Collective, the studio I co-run, so a business I'm in gets a product team without having to hire one.
Next
Tell us what is in the way.
A conversation about what you are building and what is blocking it — no charge, no deck. If there is a fit we scope a defined first phase with a clear deliverable and an end date.