I help founders turn ambition into a company that actually works.

I. OKRs and people management.

A company stops being steerable the moment nobody can say what each person is actually for. Goals drift into wish-lists, and managing becomes a series of unconnected conversations. The fix is not a better template. It is that every person carries one number, those numbers add up to the one above them, and the quarter is built from the thing genuinely blocking everything else. Eudaimonia builds that structure with the founder and the leadership team, then stays close enough through the quarter to catch the drift in week three rather than week twelve.

II. Getting sales and marketing working properly.

At seed this is usually an effort problem. There is no motion yet, the founder is the sales team, and not enough conversations have happened for anyone to know anything. More activity is the right answer and there is no clever substitute for it. Later the answer flips. Once there is real volume going out and a team behind it, effort stops being the constraint and the problem becomes diagnosis and conversion: where the funnel actually breaks, which signals predict a real conversation, and whether the numbers everyone is reading mean the same thing. Applying the seed answer at that point burns the list, the domain and the team along with it. Getting that transition wrong, in either direction, is the expensive mistake.

III. Running product programmes with discipline.

Roadmaps rarely fail loudly. A date moves and nobody announces it, then it moves again, and a quarter later the plan has no relationship to what is happening. Discipline here is not bureaucracy. Eudaimonia writes the exit criteria before anyone is invested in shipping, measures against what those criteria actually say, and re-baselines in public when reality changes. A programme that announces its slips is in far better health than one that quietly absorbs them.

IV. Knowing when to sell, and when to shut down.

These are the two decisions founders make with the worst counsel available to them, because almost everyone close by has a stake in the answer. Investors want another swing. The team wants certainty. Friends want to be supportive. What is missing is someone who has done both, who is not on the cap table, and who has no preference about which way it goes. I have sold a company and I have closed one, and I will tell you what I actually think.

I. Working session.

A focused ninety-minute conversation on a specific problem the client brings. The client leaves with a written summary, a recommended next step, and a follow-up note one week later. Best for a single decision or a stuck point.

II. Sprint.

A four-week engagement with a defined outcome. Typical examples include standing up a customer research practice, designing a fundraising narrative, or building a bootstrapped go-to-market plan. Weekly working sessions, async support throughout. Best for shipping one important thing well.

III. Advisor.

A monthly retainer, approximately four hours of work per month, async-first. The practice takes on two advisor engagements at a time. Best for founders who want a senior outside operator alongside them over the long haul. By application.