Services

Growth strategy and commercialization

Go-to-market and commercialization that turn a capability into revenue, with the AI and systems built into how you sell and scale, not a plan to grow that never ships.

Who it is for

Companies and ventures that need to grow, and want the engine built, not just the strategy written.

What you get

How it works

  1. Diagnose the real growth constraint
  2. Set the strategy
  3. Build the AI and systems that drive it
  4. Grow, and stay through it

Questions

Do you just advise on growth, or build the engine?
Build. Clients have grown revenue by multiples on the back of the AI and systems built into how they sell and operate, not on a strategy alone.
What kind of results?
Real, referenceable outcomes: a business that grew revenue tenfold, a mid-growth company that grew fivefold, an AI venture that raised more than six million dollars.

Common questions

Our revenue has been flat for two years. Is AI part of the reason, or am I looking for excuses?

Worth testing rather than assuming, in both directions. The honest diagnostic asks whether your customers now have options that are cheaper, faster, or better informed than yours, whether your cost base has drifted above competitors who automated, and whether you are still being found at the moment of choice. Sometimes the answer is that AI changed your market. Sometimes the answer is pricing, distribution, or a product that quietly stopped being differentiated. I will tell you which one it is.

How do we compete with better funded competitors when we cannot match their budget?

Not by matching their program. Pick the ground where scale is not the advantage: speed of response, depth in a specific segment, service quality, and being the clearest answer to the questions your buyers actually ask. Automation is a genuine equalizer here, because a small team with well built systems responds faster and more consistently than a large one with slow internal processes. The strategic work is choosing what you will not contest, and holding that line.

Younger customers are moving to digital only competitors. How do we respond?

Understand what they moved for, which is usually immediacy and self service rather than novelty, then decide what you will match and what you will not. You rarely need to become the digital competitor. You need to remove the friction that pushed people away, keep the relationship advantage they cannot replicate, and be present where the choice is now being made, which increasingly includes AI assistants. That is a sequencing problem, and it is solvable without rebuilding everything.

Where is the real payoff from AI in a customer facing business?

In my experience it is response and consistency before anything more sophisticated. Answering everyone quickly, in their language, at any hour, with accurate information, recovers revenue you are currently losing quietly. After that the gains come from targeting attention: knowing which customers to call, which to retain, and which stock or capacity to move. Personalization at the sophisticated end is real, and it is rarely where a mid sized business should spend its first money.

Discuss the scope

Discuss a growth opportunity.

Share your objective, the decision you face, and your timeline. We can discuss the relevant work, the deliverables, and whether the engagement fits.

Contact Michael

Related: Selected work · AI systems: build & run · All services