Clarity before you invest, and while you implement.
Five situations I see often. If one or more rings true, I'd be happy to talk.
Our stack has been built over several years. We're no longer sure it covers what we actually need to deliver.
Five vendors have pitched. They all sound alike. None of us are neutral enough to choose.
We're paying for more than we use. But we're unsure which tools actually carry the business case.
The board has started asking where the martech budget goes. We don't have a good answer.
The contract runs out in eight months. We know what we don't want — but not what to switch to.
Sometimes the answer is better utilisation of what you already have.
No two engagements are alike.
I start with the situation — what's at stake, what's been built, where the uncertainty sits. The recommendation comes after, not before.
When I've read enough, I give a clear recommendation. It may be to buy, or not to buy. To act, or to hold. What I don't do is put the ball back in your court.
The decision is rarely the hard part. Implementation usually is. I stay involved as long as it makes sense — not because it generates more hours, but because good decisions can become bad ones in the wrong hands.
On larger projects I bring in specialists from my network — from data engineers to industry-specific advisors, all from my global network. You get me as the single point of contact, and the right expertise where it's needed.
Three types of work I take on. They often flow together in one project, but they answer different questions.
A structured review of stack, data flows and processes. The output isn't a 200-page report. It's a prioritised list of what actually yields return to fix first.
When a concrete decision needs to be made — be it a new vendor, new platform, new structure — I come in as an independent advisor. The goal isn't to produce alternatives. The goal is to land on one choice you can defend.
Most martech projects don't fail on the choice, but on what comes after. I stay on when needed — whether you need me as quality assurance, decision facilitator, or a senior voice in the room when people disagree.
A lot of martech strategy advice comes from frameworks alone — not from implementation. The people giving it have rarely done it themselves.
I've sat in the operator's seat. At a Norwegian bank, I built the analytics tracking for the online banking platform — alone, from scratch. At a Norwegian energy company, I was project lead for a martech implementation with Segment, Braze and Mixpanel. I didn't just choose the tools. After implementation I configured them, tested them, and saw where they broke.
That means when I give advice, I know what it actually costs to execute it. I know which integrations sound trivial on paper but take three weeks in reality. I know where vendor demos hide the hard stuff.
It doesn't mean I have the answer to everything. But it means my advice isn't theoretical. It's built on what I've actually done — and what you'd have asked me to do if I were operationally responsible at your company.
I have no vendor agreements. No kickback arrangements. No affiliate links. No bonus for recommending one platform over another.
Not because I'm principled about it. But because advice that needs to hold up can't have one foot in the seller's camp.
When I recommend HubSpot over Salesforce, or the other way around, it's because I've read your situation. Not because someone pays me to say it. When I say “you don't need to change tools,” I lose nothing by that advice. That's the whole point.
Independence isn't a marketing position.
It's a working condition.
Sometimes this isn't the right fit. Here are the most common ones.
I advise, guide and project manage. I don't build, and I don't farm it out to a partner team who will price in their hours. If you want advisory and execution in one package, there are agencies that do it better than me.
That's fair to want. Just don't expect it. I give advice based on what I see, not what you want to hear.
I can help with implementation support after the fact. But if the strategy is locked and the contract is signed, my most useful contribution has already passed.
I work alone, but have a network I can pull in when needed. That doesn't mean a team on standby. If you need 4–6 people in place tomorrow, I'm the wrong first choice. I can however connect you with people who can deliver that.
Strategic advisory is always priced by scope. Some engagements are three days. Others are three months. We talk about what you actually need before we talk about price.
Typical range: Fixed price on defined engagements (diagnosis, RFP support, vendor selection). Advisory sprint for ongoing work (2–8 weeks). Senior sparring on single decisions with short notice.
You get a clear price estimate after the first conversation — not after three rounds back and forth.
30 minutes. Afterwards you'll know if we should continue.
