Early Growth
Clarify the ICP, channel mix, messaging, and first repeatable acquisition motions.
Growth Strategy / In practice
A long list of opportunities is not a growth strategy.
Channels compete for the same budget, customer attention and team time. I compare opportunities through buyer need, access to demand, cost to learn and the ability to deliver.
For a new business, we choose the first customer problem and a test that can challenge the offer. For an established one, we find the constraint before turning a familiar channel into another spending commitment.
Growth Strategy / What I deliver
Growth strategy the team can turn into work.
The outputs we can scope together
- A working customer profile and value proposition
- Channel roles and budget assumptions
- An experiment backlog with stop and expansion criteria
- An ordered roadmap with owners and dependencies
What I need from you: The offer, business goal, customer evidence, commercial economics and the time your team can realistically commit.
Growth Strategy / Your starting point
Where should we start?
YOUR STARTING POINT
Discuss my growth strategy challengeWhich signals look familiar?
Choose what fits your situation. You’ll get a suggested starting point.
Growth Strategy / What I check
Find the choices holding the work back.
Choose an area. See what I check and where I would focus the work.
Prioritization / What I check
Does the team know what deserves attention first?
- Too many initiatives running at the same time
- No clear order of operations
- Teams choosing work based on urgency rather than impact
- No shared framework for deciding what should happen next
What I would change
I choose a limited set of priorities using impact, dependencies and delivery capacity.
Channel Mix / What I check
Does each channel have a clear role?
- Every channel expected to perform the same role
- Budget spread too thinly
- Heavy dependence on one acquisition source
- New channels launched without a clear hypothesis
What I would change
I allocate budgets around demand, economics and a testable reason for adding a channel.
Positioning & Audience / What I check
Is the offer clear to the people who should buy it?
- Broad ICP definitions
- Different messages across marketing and sales
- Weak differentiation
- Messaging focused more on product features than buyer problems
What I would change
I tighten the target customer, differentiation and shared marketing-to-sales message.
Funnel Strategy / What I check
Is acquisition connected to the rest of the journey?
- Acquisition planned separately from conversion
- Limited attention to nurture and lifecycle
- Growth measured only at the top of the funnel
- Poor visibility into where value is being lost
What I would change
I plan conversion, nurture and sales handoffs alongside demand generation.
Measurement / What I check
Can the team compare growth opportunities fairly?
- KPIs chosen because they are easy to report
- Channel metrics disconnected from commercial outcomes
- No clear baseline before experiments begin
- Teams unable to compare opportunities consistently
What I would change
I define commercial outcomes, a baseline and review criteria before experiments begin.
Execution / What I check
Will the strategy become work someone can deliver?
- Good strategies that never become operational plans
- No clear owners or deadlines
- Too many dependencies discovered after work begins
- Strategy refreshed only once or twice per year
What I would change
I turn priorities into a roadmap with owners, dependencies and regular decision points.
Fixing these issues usually creates more leverage than adding another channel to an already fragmented system.
Growth Strategy / How I work
Turn a growth goal into choices the team can act on
A closer look
The thinking behind the work.
Open the part that matters to you. The detail is here when you need it.
Choose channels that fit how your customers buy.
Before recommending an acquisition mix, I look at who buys, why they buy, the sales cycle, available margin and what it costs to serve them. A channel earns a role when it fits those conditions and can be tested usefully.
- What does a good customer look like?
- Where does the business make the strongest margin?
- Which markets have the best growth potential?
- What is the current sales cycle?
- Where is the funnel losing the most value?
- Which channels are already close to saturation?
- How much acquisition cost can the business realistically support?
- Which growth opportunities can be tested quickly?
- What capabilities already exist internally?
Give the important work room to get done.
I compare likely value, evidence, effort and dependencies, then put the work in an order the team can deliver. The roadmap includes what a test could change, so new findings can alter the plan.
Potential Impact · Confidence · Effort · Speed to Learning · Strategic Fit
Build the plan for the stage you’re in.
Post-Seed
Prioritize growth experiments, improve measurement, and identify which channels deserve more investment.
Series A
Build a more structured growth engine, strengthen pipeline contribution, improve team coordination, and create a repeatable operating model.Growth Stage
Improve efficiency, diversify channels, expand into new markets, and identify the next constraints before they slow performance.The strategy changes as the business changes, which is why a good growth plan should never be treated as a fixed document.
A first launch needs focused customer evidence. A funded company needs a usable operating plan. Expansion needs local validation and delivery readiness. I adapt the priorities to the stage rather than prescribe the same channel mix everywhere.
Turn the roadmap into work that gets done.
The roadmap can lead directly into campaign work, conversion changes, reporting, content or CRM implementation. I remain close enough to the delivery to see when a recommendation meets an unexpected dependency or a new customer finding.
Growth Strategy / Case studies
Growth plans tested beyond the presentation.
Five engagements, each with its original business context. Follow the choice, implementation and outcome; we adapt the relevant method to your B2B journey.
Five projects. Different growth challenges.
Early-stage SaaS01 / 05
€12,000 couldn’t answer five market questions
GTM Positioning · Buyer Interviews · Landing Pages · Paid Validation
Qualified-demo conversion improved from 1.2% to 2.1% when a five-industry acquisition plan concentrated on one promising starting segment.
1.2% → 2.1% Qualified-Demo Conversion · +38% Qualified Demos · Same €12K Monthly Budget · Clear Priority Segment for the Next Quarter
Read the case studyScaling company02 / 05
Where should the next acquisition euro go?
Channel Portfolio · CRM Pipeline · Customer Economics · Budget Tests
A staged review across six channels reduced CAC by 17%, with conversion delays and sales capacity considered before larger reallocations.
-17% Blended Acquisition Cost · +22% Qualified Pipeline · 2 Underperforming Investments Reduced · 3 Channels Given Evidence-Backed Priorities
Read the case studyNew-market entrant03 / 05
Before the Saudi rollout, test the assumptions
Market-Entry Research · Localized GTM · Paid Pilot · Sales Enablement
The entry pilot created 26 accepted opportunities and rejected three assumptions, helping the business decide what was ready for expansion.
26 Sales-Accepted Opportunities · 3 Core Assumptions Rejected Before Rollout · Narrower Validated Offer · Explicit Expand / Pause Gates
Read the case studyGrowth team04 / 05
Twelve tests. What did the team actually learn?
Growth Experimentation · Research Backlog · Funnel Data
Nine of twelve tests produced decisions after each test began with the choice it could change and the evidence it would need.
9 of 12 Tests Produced a Decision · vs 3 of the Previous 12 · 6 Roadmap Items Reprioritized · 12-Week Experimentation Reset
Read the case studyFounder-led business05 / 05
Thirty growth ideas. Capacity for five.
Growth Roadmap · Sales Qualification · Proposal Operations
A thirty-initiative plan became five owned priorities, improving proposal speed before the team took on more demand.
10 Days → 6 Days Proposal Turnaround · +24% Qualified Pipeline · 4 of 5 Priority Initiatives Delivered on Schedule · One-Quarter Execution Reset
Read the case studyHave a related project? Let’s discuss the scope.
Discuss your growth challenge ↗Growth Strategy / Your next move
What deserves to happen first and what can wait?
Bring the goal, your strongest customer evidence and the constraints on budget or delivery. You do not need a finished marketing plan.