Advisory
I work with founders and leadership teams on go-to-market strategy, growth marketing and international expansion. The starting point is the business you actually have today: its product, market, regulatory environment, team and resources.
I have spent much of my career inside businesses operating in fast-moving parts of crypto and financial technology, where growth is rarely shaped by marketing alone. Regulation can change which products can be promoted, international expansion can require different operating models, and an organisational structure that works at one stage can become a constraint at another. I have also seen the other side: businesses with significant scale, specialist teams and processes that would make little sense for an early-stage company to reproduce.
That is the perspective I bring to advisory work. I am not interested in importing a large-company playbook into a startup simply because I have seen it work somewhere else. A useful strategy has to fit the company's stage, resources, capabilities and risk environment, while still giving the team a clear route from where it is today to where it wants to go.
For products that are technically complex, entering a crowded category or struggling to translate what has been built into a clear customer proposition.
For teams that need to understand where customer growth is breaking down and build a more deliberate system across the full lifecycle.
For crypto, Web3 and fintech businesses entering new markets where growth, regulation, localisation and operating readiness need to be considered together.
A strategy is only useful if the team can execute it. That means understanding the constraints before recommending the solution: available headcount, budget, product maturity, regulatory exposure, internal capabilities and the amount of organisational change the business can realistically absorb.
I also tend to look across functions rather than treating Growth, Product, Operations and regulatory teams as separate systems. In crypto and fintech, the best commercial answer can easily fail if the customer journey, operating model or compliance environment cannot support it, so the work needs to connect those pieces without turning a smaller company into a miniature version of a global enterprise.
Crypto has developed quickly, and a lot of the industry's lessons have been learned the expensive way. I have spent years watching companies navigate growth, regulation, market expansion and the operational complexity that comes with scale. If some of that experience can help another team avoid a mistake, make a better decision or build something more sustainably, I think that is useful for the wider industry as well.
I keep the work selective because I want to be useful rather than simply available. The best fit is usually a founder or leadership team with a real problem to work through, enough context to make decisions and a willingness to look at the commercial, customer and operational sides of the problem together.
If you are building in crypto, Web3 or fintech and one of these problems sounds familiar, send me a short note with the product, stage and problem you are trying to solve.