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 output can be a model, a reporting cadence, a dashboard, or a decision memo.
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 work between the numbers and the decision.
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.
Executive decision support
Standing analytics reviews and decision support for founders, owners, and executives.
How I work
Show the economics
as a working surface.
I put the economics on a model board: assumptions, scenarios, sensitivity, and decision notes in one place, so the reasoning can be inspected along with the answer.
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.