Clarity starts with knowing who you are and who you’re for.
I work with leaders of product companies who know their business has more potential than it’s showing. Growth feels harder than it should.
My job is to help you see your customer, your product, and your brand clearly and bring them into alignment so selling gets easier.
Below are three main types of companies I work with most often. If you see yourself here, we’ll probably have a great conversation.
1. Mature Manufacturer Seeking Renewal
Profile: Privately held or division of a larger group, typically $25M-$250M annual revenue, 50-250 employees. Long-established in its category but losing distinctiveness or share.
Growth Stage: Stable but stagnating, growth has plateaued or turned into incremental gains.
Pain Points:
Too many SKUs, unclear differentiation
Dealers and distributors can’t articulate the brand’s edge
Sales cycles drag because every deal feels bespoke
Marketing and product teams speak different languages
Decision Criteria:
Needs a practical, evidence-based process to sharpen differentiation
Looking for an external perspective that bridges product, brand, and commercial strategy
Prefers frameworks and clarity over flashy creative
2. Growth-Stage Product Company Building Structure
Profile: Founder-led product company, $5M-$50M revenue, small but growing team. Strong technical or creative core feeling growing pains.
Growth Stage: Early scale-up. Expanding from founder-led sales to a structured commercial organization.
Pain Points:
Rapid product expansion has outpaced clarity
The team sells on features, not value
No shared language for customer, product, and brand priorities
The founder is still the translator between departments
Decision Criteria:
Wants to professionalize product management, messaging, and go-to-market strategy
Values a collaborative, roll-up-your-sleeves consultant who can embed and build capability
3. Distributor or Dealer Expanding Into Owned Products
Profile: Regional distributor ($50M-$300M revenue) or local dealer ($10M-$50M revenue) serving equipment, industrial, or technology sectors. Considering launching private-label or proprietary products.
Growth Stage: Transitioning from pure distribution to partial manufacturing or brand ownership.
Pain Points:
Strong relationships and sales channels but no experience building products
Risk of product misalignment with customer needs
Unsure how to build a product and brand that fits alongside distributed lines
Decision Criteria:
Looking for product and brand strategy guidance to reduce launch risk
Needs voice-of-customer validation and a positioning framework that fits existing brand equity
If this sounds familiar…
You’ve already done the hard part: building something real.
Now the challenge is clarity: connecting what you make, what customers value, and how you tell the story.
That’s where I come in.
Let’s align your truths so selling feels easier and growth feels natural.