Sometimes. If you’re an experienced founder starting another company, you’re rapidly approaching $1M with clear momentum, or you operate multiple businesses that collectively create enough scale, it may still make sense. The $1M guideline exists because the business needs enough economic leverage for my involvement to create substantially more value than it costs. Explain your situation in the application and I’ll give you an honest answer.

You may not. If they’re producing great results and somebody already owns the complete growth system, keep doing what you’re doing. But would you be reading this page if that were the case? Most likely not.

I bring very unique value to a business. Most consultants focus on one specific area. I look across marketing, people, profit, cash flow, operations, and resource allocation to determine what the entire company needs next.

That said, I’m not interested in replacing someone who is already creating value. My role is to make sure all those resources are working toward the same priorities and producing a better overall business.

The first month is a mix of quick wins (my goal is to pay for myself within 30-60 days) and diagnostics. I need to understand the business deeply in order to give the best advice possible. So I’ll get access to the numbers, understand how the business makes money, meet the relevant people, review the existing strategy, assess your team and outside partners, and identify the constraints creating the biggest drag on growth, profit, cash flow, or your time.

From there, we establish the baseline, determine the few priorities that matter most, and begin executing the plan through the right combination of your team, outside specialists, AI, and my direct involvement.

Your customer, product, margins, buying cycle, and competitive environment will obviously be unique. But the underlying growth equation is remarkably consistent across DTC and physical-product businesses: acquisition economics, customer value, conversion, margin, cash flow, operational capacity, and resource allocation. I don’t walk in with a generic playbook and force it onto your company. My framework helps us diagnose the business. The actual strategy comes from what your numbers, customers, goals, and constraints tell us.

I’ll assess whether you have the right people in the right seats, give them clearer priorities, improve accountability, and help them become more capable... including through better systems and AI. In many cases, it makes more sense to help a good employee create another $150,000, $250,000, or $400,000 in economic value than to save their salary by eliminating the position. And if someone is hurting the overall team, either financially or culturally, we'll handle that quickly.

That’s fine. Part of my job is determining what should be handled by your existing team, an outside agency, an individual specialist, AI, or nobody at all. If we’re missing an important capability, I can help find and manage the right execution support. I can also help with many aspects of execution, if needed.

That’s extremely common. If your current reporting gives us the numbers needed to make good decisions, we’ll use it. I have no interest in replacing something that already works. If it doesn’t, I’ve built my own data and profit-modeling software that can bring the important information together and help us understand what’s actually happening across the business.

In short, you don’t need perfect data before we start. VERY few people have the right data to make these decisions. All you need is to be honest about what you have and willing to improve it.

You’ll work directly with me through email, Slack, and scheduled meetings. The exact cadence depends on the business, but it will generally include a weekly leadership meeting, regular communication with the people responsible for execution, and a monthly founder-level review of the numbers, priorities, and progress. I only accept a few fractional clients at a time specifically so I can stay close to the work.

Because I’ve had to make decisions from four very different seats. I’ve been the copywriter responsible for creating demand, the marketing director responsible for directing the growth function, the founder putting my own money into inventory and advertising, and the CEO responsible for more than 100 employees across seven companies. That includes helping generate hundreds of millions of dollars for clients, building and selling my own profitable multimillion-dollar DTC company, and leading a distressed $13M portfolio through major financial and operational changes. I won’t pretend to understand every detail of your company on day one. That’s what the diagnostic process is for. But I know how to find the numbers, constraints, people, and decisions that actually matter.

Both. And that’s one of the biggest advantages of working with me. Some weeks, the highest-value use of my time may be analyzing the numbers, setting priorities, leading the team, managing agencies, and deciding where your resources should go.

Other weeks, it may be personally rewriting an offer, developing a campaign, rebuilding part of a funnel, or fixing the copy myself.

I can move between executive leadership and hands-on execution without requiring another person to translate the strategy into something that actually gets done. The exact mix depends on what your business needs and the amount of capacity we’ve agreed to reserve. If something requires a specialized skill I don’t personally provide (such as media buying, graphic design, development, or video production) I’ll help direct the right person.

The initial commitment is three months, and then month-to-month. That gives us enough time to understand the business properly, establish the right priorities, begin executing, and see how we work together. Six months is generally more realistic for producing meaningful structural improvement, but neither of us should remain in a relationship that clearly isn’t working.