Where I can help

Business startup

The work of turning an intention into something that can take money. Most founders arrive with the product settled, and everything around it unsettled — which is the wrong way round, because the product is the part they already understand.

Incorporation and structure

Where the entity lives, how it is owned, and what it will need to look like two rounds of growth from now. Cheap to get right at the start and expensive to unwind later.

Operations and the technology stack

The handful of systems the business will actually run on, chosen for what they will still be doing in five years rather than what demos well — and the integration work between them, which is where the real cost hides.

Protocols and process mapping

Writing down how the work moves before there are enough people for it to move badly. A process that only exists in the founder’s head is a ceiling with a date on it.

Market research and a marketing roadmap

Who is already buying this, what they currently do instead, and the sequence of moves that reaches them. Not a brand exercise — a route.

Business growth

A company that grew to a number and stopped has a structural reason for stopping, and it is rarely the one named in the meeting. The first job is to find it.

Growth-structure assessment

What is actually holding the ceiling down: capacity, process, pricing, positioning, the stack, or a founder who is still the bottleneck. I compare what the company does mirrored against what the org chart and the marketing claim, and I write down the difference.

Operations, stack and process:

The same questions as a startup, asked of a business that already has answers — usually nine subscriptions, four versions of the customer, and no single place where the work happens.

Online visibility and digital marketing:

Whether the company can be found by the people looking for it, in search and now in the AI answers that sit in front of search, and what it costs to change that.

Adopting AI:

Which tools, doing what, and whether at all. I work daily across Claude and Claude Code, Microsoft Copilot, Gemini Enterprise and OpenAI, and the useful question is never which model is best in a benchmark — it is which of them belongs in your stack, what it actually replaces, and what it costs to keep it there. Sometimes the answer is a turnkey operating environment: I2MCMS, the platform our development company built, gained an AI layer in 2026 and now runs the website, CRM, workflow, payments, and dozens of other modules, and AI agents in a single operating ecosystem. Sometimes it is narrower than that — two tools wired into what you already own. And sometimes the answer is not yet, because an agent sitting on top of scattered systems produces a faster version of the same confusion. I have made that argument at length in The door, not the building.

How an engagement runs

It starts with an audit, not a proposal. Two weeks is typical: I look at the operation, talk to the people doing the work rather than only the people describing it, and deliver a written findings memo with a recommendation and an order of operations.

From there, we either scope the work or we do not. If the audit says you do not need me, that is the deliverable. It has happened more than once, and it is a better outcome than the alternative.

What I do not do is stay. The point of the engagement is that your own people can run the thing afterward, which means the deliverable is always written down.

Why me rather than a firm

Forty-four years of operating companies rather than advising them — freight, records, film, publishing, technology, and marketing — across three continents, as founder or CEO, including two publicly traded companies. I have made most of the available mistakes personally, which is a different qualification from having studied them.

The practical difference is that you get me, not an account team. That is the advantage, and it is also the limit: I only take on a few at a time, and when the calendar is full, I say so.

When the job needs a team

This page is for personal engagements. Plenty of work is bigger than that — ongoing campaign management, a software build, a research program, a full marketing department on retainer — and there are three places I send it.

A2Z Business Consulting

A consulting practice where I am one of three partners, covering startup and systems infrastructure, strategic planning, logistics, and fundraising materials. When an engagement needs more hands than I can provide, it usually goes here.

I2MEDIALAB

Our development company in Buenos Aires, led by Mario Delfino — custom software for clients including Carrier, Santander, HSBC, MTV and ESET. Two ways in: a build to your specification, or I2MCMS, the turnkey operating platform, where CRM, workflow, payments, dashboards and the AI layer already exist and the work is configuration rather than construction.

Incognito Worldwide

The digital agency I founded in 2012, now a subsidiary of Inicia Incorporated — marketing execution, content and online visibility. Named Startup of the Year in 2014 and still running entirely on referral.

I will advise you on which one fits, or that neither does.

Start with a conversation

Tell me what is stuck. Half an hour, no charge, and you will leave with an opinion on whether we end up working together.

Book a free consultation

If you prefer not to use a calendar, the contact page reaches me directly.