Where we start

Half a day on your business

Bring whatever you have: numbers, doubts, the decision you keep postponing. Four hours, you and whoever you want in the room.

You walk out with the three things to move and the order to move them in, in writing.

Two hours on the plan you already wrote

Send it ahead; I arrive having read it. I don’t rewrite it: I tell you what’s missing and what won’t hold.

I stay until you know what you’re changing before you execute.

Your whole business, read

three weeks

Three weeks inside: your operation, your people, your numbers, your customers, and not one interview and a template.

I’m not done when I hand you the diagnosis; I’m done when the three decisions are made.

Your price and your position

four to six weeks

Built on your costs, your margins and what your customers already said, with your people at the table. Out comes who you actually compete against, why they pick you, what to charge, and what to stop saying.

I stay through the first negotiation where they charge it with me in the room. That includes telling you when your price is the problem and when it isn’t.

How your team sells

six to eight weeks

It comes out of your salespeople and your real deals: what worked, what didn’t, and why. I bring the order, the judgment and the quotas.

I keep going until they’ve used it in the field and we’ve fixed together what didn’t work.

Your entry into Mexico or Latin America

the plan, eight to twelve weeks

On your product and your real capacity, with your people in it from day one. Mexico, Central America, the rest of Latin America or the United States: regulatory, channel, distributors, entry price, key opinion leaders, calendar and budget, in the order they have to be decided.

I stay until the product is in the channel and the distributor has a signed quota.

Your launch

the plan, six weeks

Planned with the people who will execute it. That includes the physician and key-opinion-leader network if you need one.

I stay through the first quarter of real sales, with a review every month.

The opportunity you were offered

three to four weeks

A license, a distribution deal, an acquisition, a new line. Sized with your numbers and with what entering actually costs.

I go with you to the meeting where you say yes or no, and on what conditions.

Your plan for the partner or the bank

four to six weeks

You write it with your numbers; I structure it and argue it with you until it holds up to questions.

I stay through the meeting where you present it.

Fixed days a month

one quarter minimum

Days scheduled from the start. I run commercial and marketing: your team executes, your vendors answer to me.

I’m there the full quarter; at the end it renews or ends in a conversation.

Operating Partner

three months minimum

I come in like I’m part of the house: the plan, the team, the numbers, the hard meetings.

I stay as long as it takes, and I’m the one who tells you when it no longer does.

One meeting a month to decide

one quarter minimum

A standing session with the big decisions on the table, minutes and agreements. You decide; I ask what nobody else asks you.

It lasts as long as decisions are being made. The day the meeting turns into a status report, I close it.