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Strategic Advisory
You are investing in your product and the results are not following. I challenge your choices, help you prioritise what has a real impact on the business, and keep your team on course. Your team does the work.
SprintRegular sessions · feedback between them · your team keeps the work
Many early-stage companies face this without anyone outside to challenge their strategic choices. Investors see the numbers once a quarter. Your team is too close.
Roadmap = budget−30 % cut
| Line | Return | Payback |
|---|---|---|
| Billing export | €€€ | 4 mo |
| Guided onboarding | €€ | 5 mo |
| Dark mode | ? | cut |
| VIP request | ? | cut |
Your roadmap is a budget, and nobody checks what each line returns.
Read the disciplineFeature adoptionD+60
Pre-release
Shipped on time, never adopted: a cost dressed up as news.
Read the disciplineOne discipline, one owner
| Discipline | Owner | Proof |
|---|---|---|
| Positioning | PM | Win rate |
| Launches | LP | Adoption D+30 |
| Pricing | RV | Margin per plan |
Product and the business plan point in different directions, and every decision slows down.
Read the disciplineMy role is to question assumptions, share what I have seen work and fail elsewhere, and push for decisions that tie product to revenue. Your team keeps ownership.
Price testdemand curve
Price per seat
€29€49Revenue index
Verdict
UnderpricedSweet spotSomeone who challenges your decisions and helps you prioritise the initiatives with a real impact on the business.
Starter tools from fifteen years of product, product marketing and strategy work, adapted to your context rather than installed as a doctrine.
Steady feedback that keeps your teams on track, so the next decision is better than the last one.
The founder, the CEO or the product leader who wants an outside eye on the decisions, not an extra pair of hands.
Objective, Q3Make product a growth engine
On trackKey resultsweek 12 of 13
Someone who has sat in the room, aligned stakeholders, fought for trade-offs and made product work for the P&L.
In just a few days, Mathieu was able to help us identify areas of growth for our product. The solutions were right in front of us, but we’d never have been able to identify them without an outside, expert eye.
Advisory ends when your team no longer needs the outside eye. Two other ways to go on, if the work calls for more.
Next sprint
When one question dominates, a short sprint goes at it directly.
First, measure
Score the twelve disciplines with your leadership team, then decide where to spend the sessions.
Flagship
Need someone to take a seat and run the plan? That is a different engagement: I take the role for a while and hand it over.
