I help founders in built-environment technology make the strategic calls that decide the next stage.
I have spent 25 years inside this industry, from structural engineering to senior strategic roles at a category leader.
- Sector
- ConTech and AEC SaaS
- Trigger
- A strategic inflection point
Stage
- Idea and pre-funded
- Seed and scale-up
- Established, at a strategic turning point
Six places the next stage is usually decided.
The problem
Most founders think they have a positioning problem. Usually they have an audience problem.
Early: you have not yet found who it is really for. At scale: you have outgrown the ICP you started on, and the message no longer matches who actually buys.
What you get
- A sharp ICP, and one buyer the whole company sells to
- A value proposition that buyer recognises as their own
- A repositioning that survives contact with the market, not just the pitch deck
- Read by someone who has watched this industry buy, adopt, and resist technology for 25+ years
The problem
Price on the value the buyer captures, not on what it costs you to deliver.
Early: you priced on instinct or on a competitor's list. At scale: the model strains as you move up-market or add modules.
What you get
- Pricing anchored to the value the buyer captures, not your cost to deliver
- A model that holds as you move up-market or widen the product
- The discipline to stop cutting your price to win
The problem
A product people like is not yet a business that stands on its own.
Early: an idea and a product, not yet a proven business. At scale: growth that has not yet become durable economics.
What you get
- A clear line from a product people like to a business that stands on its own
- The truth about your unit economics and your retention, named before an investor names it
- Confidence that the growth you have is the growth that compounds
The problem
The raise is decided long before the first meeting.
Early: first raise, no narrative. At scale: a bridge or larger round where the story and the numbers have drifted apart.
What you get
- An investor narrative that matches what the numbers actually say
- The hard questions surfaced and answered before diligence, not during it
- An honest answer on whether to raise now, later, or not at all
The problem
The home-market playbook rarely travels unchanged.
Early: choosing the first beachhead. At scale: the motion that worked at home is not converting abroad.
What you get
- The right first market, chosen before the cash is spent proving the wrong one
- A go-to-market motion that travels, instead of assuming the home playbook works everywhere
- Where the built-environment buyer differs by geography, from someone who has sold across these markets
The problem
Going from zero to one alone does not mean going from one to a hundred alone.
The founder who built it single-handed and believes the next stage needs no outside eyes. Mostly a scale pain, but the habit forms early.
What you get
- An outside view from someone who has been inside the industry, not a generalist parachuting in
- The focus to say no to the opportunities quietly draining the company
- What got you here, set clearly against what will get you to the next stage
Where do you actually stand?
See where your strategy stands
Know where you stand before the next move.
Answer a short set of questions. In a few minutes you get an honest picture of where your strategy stands, and your single biggest exposure. No pitch.
The six axes
- Positioning
- Value capture
- Moat
- Growth engine
- Unit economics
- Inflection readiness
I work inside this industry, not outside it.
Sector operator, not external advisor
This industry has its own buyers, its own adoption cycles, and its own reasons for resisting change. You get judgment shaped by this, not a generic framework borrowed from somewhere else.
Honest counsel
If a strategy will not survive contact with reality, I tell you early. I tell you what you need to hear, not what is easiest to sell.
I stay through execution
Most consultancies deliver a document and leave. I stay from strategy through execution, so the recommendations become results rather than slides.
Outcome over output
I never produce volume for its own sake. I measure success by what changed in the business, not by what I handed over.
The first conversation
exists to test fit both ways.
60 minutes to map the question, the stage, and the fit, without fees and commitments.
Open to any founder at a real inflection point. If a strategy will not survive contact with reality, I will tell you early, before any engagement.