I help businesses fix what matters and break through their growth ceiling.
They come from how everything does or doesn't fit together. It might look like:
When revenue slows, it’s easy to assume the problem is sales itself. Often, sales is simply reacting to deeper issues elsewhere in the business.
When the team struggles to keep up, it looks like a capacity problem. In reality, delivery is often revealing misalignment between priorities, resources, and expectations.
When the business becomes harder to run, the instinct is to fix processes. But operational friction is usually a sign that the structure can’t support the next stage of growth.
When leads drop or acquisition costs rise, marketing gets blamed first. Yet most “marketing issues” trace back to unclear positioning, an outdated model, or a broken customer journey.
These are often just a symptom of a deeper, interconnected problem. When each problem is address in isolation, the business continues to be held back because the root cause is still unknown.
Before you spend more money on expensive solutions, we must understand what is actually driving the symptoms.
For businesses where the founder is the bottleneck or leadership capability must develop to support growth. We focus on decision quality, leadership effectiveness, and removing human constraints that limit execution so the business can operate without constant founder involvement.
For businesses that need systems built to scale. We focus on building the infrastructure needed to support long-term growth. Individual areas include brand, operations, sales, and revenue.
A membership company came to me wanting help with acquisition. On the surface, it looked like a marketing issue. But once I examined how the business worked end-to-end, a different pattern appeared: their acquisition model was creating a heavy operational burden.
That single insight shifted the entire strategy. Instead of optimizing ads, we redesigned the acquisition model itself, creating a path for easier growth and a clearer trajectory toward their goals.
This is what the Strategic Growth Planning reveals: the underlying issue that changes everything else.
"Julia validated what was working while also challenging our blind spots. She asked questions we weren’t asking ourselves and examined angles we either overlooked or avoided simply because they weren’t our natural strength zones.
What made her contribution uniquely valuable was her ability to connect the math with the mission. She helped us tie revenue targets, capacity, delivery structure, and client outcomes into one cohesive strategic framework."
Before you invest time or resources into another solution, start with Strategic Growth Planning. It gives you a clear understanding of what’s actually in the way and the smartest move to make next.
What to write: Tell me challenges you're having or where growth seems stuck. A few sentences are enough and I’ll take it from there.
Start a conversation.