Available Jan 2027
I work with founders and leadership teams in technology and professional services when growth has stalled on a question that is really about strategy: who exactly are we for, what are we selling, and what does the evidence say we should do next.
Sectors
These are three recent engagements. Client names are withheld, but the problems, methods and outcomes are described as they happened.
Series A freight-visibility software company
The product was winning on price and losing on everything else. Interviews showed the customers who stayed were using it to run operations, not to track containers. We rebuilt the story around them.
+31%
median first-year contract value over the next two quarters
120-person software engineering services firm
Every proposal was a bespoke project, every price a negotiation. We studied three years of delivery data and built three fixed-scope offers that made the firm easier to buy from and easier to run.
~⅓
of new bookings came through productised offers within nine months
HR & payroll software company
The plan was a full-suite launch in Saudi Arabia. The evidence said the suite would struggle, but one compliance-heavy module had a clear, underserved buyer. The board changed course before spending the launch budget.
45
interviews with finance and HR leaders in Riyadh and Jeddah
There are four ways to work with me, and each has a defined scope and end point. Most clients start with one, and some stay on in an advisory role.
01
We work out where you win and who you are for, then put it into words your sales team can use.
Sprint · 6 to 10 weeks
02
I turn what your firm knows how to do into offers that clients can understand and compare.
Project · 8 to 14 weeks
03
Interviews, market sizing and competitor research that end with the team making a decision.
Study · 4 to 8 weeks
04
I act as a standing strategy partner for founders and leadership teams.
Retainer · quarterly
I spent twelve years in research, consulting and an operating role. Now I work independently and keep the practice small on purpose.
I started my career in market research in Lahore, running fieldwork and writing reports that were, too often, read once and filed. Most of what I have done since has been about closing that gap between evidence and decision.
I spent four years at a regional management consultancy in Dubai, working on growth strategy for technology and financial-services clients across the Gulf, then joined a Karachi-founded fintech infrastructure company as its first head of growth. There I learned what strategy looks like from inside a company that has to make payroll.
Since 2022 I have worked independently. I take on a small number of engagements at a time and do the work myself: the interviews, the analysis, the difficult meetings.
Principle 01
Every recommendation I make can be traced back to something a customer said or did.
Principle 02
An engagement ends when the team has decided what to do, not when a report is delivered.
Principle 03
I work with two or three clients at a time, so each one has my full attention from start to finish.
Sara told us which customers we should stop chasing. It was uncomfortable for about a month, and then it was the best commercial decision we made that year.”
“We went from writing every proposal from scratch to sending something coherent in days. The team finally agrees on what we sell.”
“She gave the board a clear answer and the evidence to trust it. That is rarer than it should be.”
I write occasional essays on positioning, offers and research. They are written for people who run businesses, not for other consultants.
06Contact
Write a few lines about your company and what is on your mind. I reply to every serious enquiry within two working days, usually with a suggestion for a short first call.
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