Business modeling
Forecasts, pricing models, operating plans, P&L views, and scenarios that make assumptions visible.
Strategic leadership
Business judgment,
made measurable.
Strategic work should make a decision easier to own. I help leaders see the economics of a choice, the operating constraints around it, and the system needed to keep the answer current.
CUSTOMER ECONOMICSFIG. 02
LTV, CAC, and payback.
The heart of marketing.
The heart of marketing.
The lane
For owners and operators who need the numbers to explain the business.
This is the work behind pricing, forecasts, marketing investment, customer value, capacity, and operating plans. The deliverable can be a model, a cadence, a dashboard, a decision memo, or ongoing fractional leadership.
The point is clarity: what we know, what we are assuming, what changes the answer, and what action follows.
Main workstreams
The leadership layer.
The role can be a focused project or an ongoing strategic seat beside the owner.
Customer economics
LTV, retention, acquisition cost, cohort behavior, and the connection between marketing activity and customer value.
Measurement leadership
Help teams agree on definitions, reporting cadence, attribution limits, and the questions worth answering.
Fractional operating support
Decision support for founders, owners, and executives who need senior analytical leadership without a full-time hire.
Purposeful visual direction
Show the economics
as a working surface.
The strongest strategy visual is not a headshot next to a paragraph. It is a model board: assumptions, scenarios, sensitivity, and decision notes in one place. It makes the page feel like someone can sit down with Jorge and work.
ScenarioBase · upside · constraint
DriversPrice · volume · margin
SignalsLTV · churn · CAC
DecisionWhere to spend next
Relevant work
Strategy that had to survive contact with operations.
Jdate / ChristianMingle
Pricing, three-year LTV forecasts, channel targets, and executive reporting for a portfolio of subscription dating brands.
Quality Analytics
Product, finance, sales, delivery, and P&L responsibility for the attribution company I founded.
A question is a good place to start
What’s not working?
Let’s work on itThe numbers, the process, or the system behind them. Tell me where you’re stuck.