Read the situation before anyone recommends anything.
Operating diagnostics, market entry, commercial due diligence and org design — work that tells a board or a founder plainly where the business actually stands, not where the last plan assumed it would be.
Most decisions fail at the diagnosis, not the plan.
By the time a board is choosing between options, the framing of the problem has usually already decided the outcome. Our consulting work happens earlier than that: establishing what is actually true about the operation, the market, or the target company, before anyone commits to a direction.
We keep the deliverable close to the decision it's meant to inform — a memo a founder can act on, not a deck built to be admired. Assumptions are named, sources are cited, and where the evidence runs out, we say so rather than filling the gap with opinion.
Where we typically get called in.
-
Operating diagnostics
A structured read of how the business actually runs today — where time, cost and management attention go, and where they should. Used before a turnaround, a restructuring, or a new operating plan.
-
Market entry
Assessing whether a new market or segment is worth entering, what it would take, and what the realistic path in looks like — before capital and headcount are committed.
-
Commercial due diligence
Independent review of a target's market position, customer base and revenue quality, for a buyer, investor or board that needs a view they can rely on ahead of a transaction.
-
Org design
Structuring roles, reporting lines and decision rights so that the organisation matches the strategy it's meant to execute, rather than the strategy having to work around the org chart.
Start a conversation.
Based in Vilnius, working with clients globally.