Founders bring us in when the answer is not obvious, the decision is consequential and generic advice is no longer useful.
These problems appear across industries wherever products, buying decisions, operations or regulation are complex.
The problem is not sharp yet, or the market you named turns out not to be the one buying.
Deciding what to build, what to skip, and what the team and cost structure need to look like to get there.
You have something that works and now the growth has to come from somewhere specific.
Somebody is going to examine this company. Better to find out what they will look at before they look.
Strategic Advisor
Product, technology, growth and AI
A product and engineering operator for over a decade, Sonia led products and teams through growth and acquisition. She now builds faibuddy, a live AI-native product for founders.
Her current work combines hands-on AI product building with experience in enterprise products, complex buying decisions and growth.
Sonia on LinkedIn
Strategic Advisor
Regulation, risk, governance and stakeholder strategy
She has been on both sides of financial regulation: a regulator at the New York Stock Exchange and FINRA, then a compliance executive at RS Investments and First Republic Bank.
Her current work brings regulatory, risk and governance thinking into company strategy, especially where trust and scrutiny shape the market.
Cammie on LinkedInEngagements are shaped around the company’s priorities and evolve as decisions are made and new constraints emerge.
Tell us what the company does and what decision is in front of you.