Start-ups learn from our successes and mistakes.
We walk with you, guide, and sometimes pick you up, exactly when you need it.
We have self-funded, raised seed and venture rounds, built go-to-market from nothing, led product and engineering teams, and exited. So you get the decisions with the scar tissue attached: what worked, what we got wrong, and how to tell which one you're looking at.
Three fronts. In this order, for a reason.
Founders usually run all three at once and lose to the loudest. Demand before you build. Feedback before you add. Money and team held steady underneath the whole thing.
Validate the market
Before anything is built, the question is whether anyone else has your problem badly enough to pay to be rid of it.
Build and launch
Get the smallest honest version in front of paying customers, then let them tell you what to do next.
Team and money
The founding team, the cash and the handful of numbers that tell you whether any of it's working.
Coaching from experience, and from empathy.
We have raised seed and venture rounds. We have built go-to-market functions and led product and engineering teams. We have scaled companies and exited one. We have also had the month where the pipeline was empty and the runway was short, which is the part that makes the advice useful.
Past fifty people and it's the system that is creaking? That is Scale Ready →
The questions founders actually ask.
How is this different from Scale Ready? +
Scale Ready is for companies of fifty to five hundred people who already run some kind of operating model, whether they designed it or not. Start-up is for founders still proving the thing works. Different problem, different pace, same people coaching you.
We haven't built anything yet. Too early? +
That is the cheapest moment to talk. Most of the expensive mistakes we see were made before anything was built, in the choice of customer and problem.
Will you help us raise? +
We have raised seed and venture rounds ourselves, so we will tell you honestly how your numbers and your narrative look from the other side of the table. We are coaches, not a placement agent, and we won't introduce you to people we wouldn't vouch for.
Do we need OKRs at this size? +
Not the machinery, no. You need two or three things that matter this quarter, a number against each, and a weekly half hour where you look at them honestly. That is the whole thing at five people. The rest can wait until there is a rest to run.
Who will we work with? +
Founders and operators who have done it, including a co-founder who has built two SaaS companies with one exit. Not a delivery team reading from a deck.
Thirty minutes, and a straight answer.
Bring the thing you're stuck on. You will leave with a view on what to test next, whether or not you work with us.
What changes while we're working with you
And a lot of them come from people and teams you weren't expecting.
They get looked at properly and answered, so the next lot arrives too. Nobody's idea disappears into a drive.
Real decisions about what becomes a goal, and where the money and the people go.
Then each goal gets built for what it actually is. If the point is to find something out, it's set up to find something out, rather than to deliver a number somebody guessed at in a planning meeting.
The things that annoyed people and slowed you down are gone.
The things that speed you up have been added instead.
It stops being the goal-setting thing and becomes how the company works.
Which is also the point at which it stops needing us.
More ideas, better choices, quicker learning, and a lot more people who can see where they contributed.
That last one does more for how the place feels than everything else on the list put together.
Three reasons this can't be you
Getting help here isn't weakness. It's arithmetic.
Everything in there looks normal, because it's just how things get done here.
You can't diagnose a system you're standing inside.
None of you can chair that conversation cleanly.
Which few things to actually do is a decision you and your SLT all have skin in. We have watched bias dilute the right answer more times than we can count.
There's no professional body for this one.
Lawyers have a body that trains them and holds them to a standard. Anyone designing how a company plans, measures, judges and rewards has a management qualification that skipped it, a book or two, and what they saw work somewhere else.
Patterns, gotchas, slides, templates, agenda and hours, mostly. Duller than it sounds.
You have a day job that fills all of yours. This is ours, and it's what our success gets measured on. We've seen what works and what doesn't at scale, so we can match it to your context rather than hand you the average, and we know which versions hold when a quarter goes badly.
The diagnostics, the learning assets and the people to run a programme already exist, with a human in the loop at every point that matters.
These are what's missing almost everywhere. Each one is a piece of work with a name, in the order it tends to happen.
Then step seven loops back to the design, which is what stops it being a project with an end date.
Already running OKRs? Get an objective read on the implementation: the OKR Implementation Review, free, 45 minutes.