Grow · An 8-week program
Growth begins on the inside: we come to understand our own way of thinking, the roots and reflexes inherited from an economy that no longer exists. Eight weeks in which we see our patterns and, on that basis, rebuild the business into a strong one, oriented toward sales.
The economic transition
Many entrepreneurs started in a market that forgave almost anything. They grew on courage, work and instinct, and it was enough. Then the market matured: demand now has to be cultivated, and being an entrepreneur no longer means only production or trade, but a deep understanding of the customer and the discipline of the sales process.
Yet we underestimate how deep our routines and thinking patterns run. We do not even realise it, we run a company in a completely changed market exactly as we ran it 15 to 20 years ago, when the rules of the game were entirely different.
Demand was greater than supply. You had a shop in a small town, and it was full. You imported products, and they sold. Whatever you invested, the market absorbed.
Demand has to be cultivated. The customer has a choice, compares, negotiates. The same work no longer brings the same results, because the rules of the game have changed.
This is, in fact, the terrain you are crossing. It is not unfair, it is only different.
Growth is not forced. It is cultivated.
My role
The transformation seems overwhelming only until we lay it out properly. How do you eat an elephant? One bite at a time. Instead of repairing at once everything that separates the economy of scarcity from the competitive one, we reduce it all to three questions, three motors that work as a single system.
Who does it?
Roles defined by value, not by activity. Clear levels of decision. A real top management, not a decorative one. Clear rules in the context of succession.
What and how does it do it?
The backbone of growth: how value moves from the first contact with a customer through to payment and retention. Without it, marketing and sales become improvisation.
How do we know it is doing it well?
Not just „how much did we sell?", but the causes of the result: the conversion rate, the acquisition cost, the profitability per customer. Indicators are not about control, but about alignment.
Competition, redefined
In an economy of scarcity, you did not have to attract your customers. It was enough to open the door and place an ad, and the customers came on their own. No one talked about lead management, because the market brought the customers in your place.
Today, every family has a budget, and you are no longer competing only with another manufacturer in your trade. You are competing with everything the family could do with the same money.
A maker of bespoke kitchens loses a warm lead, not to another carpenter, but to a Toyota dealer.
That is why the very idea of competition has to be redefined. And attracting and managing your customers, what we call lead management, is no longer a luxury. It is the way a business stays alive in a market where everyone is asking for the same attention and the same budget.
Any business, B2B or B2C, online or physical, in any industry, to endure in a competitive market has to become excellent at sales. And for that we need metacognition: to understand, first, our own way of thinking.
The program
Growth Hacking is an eight-week program, one working day a week, in which we understand the way we think and deconstruct, together, the company's sales process. We work with the owning family, at the same table.
I lead it drawing on more than twenty years of work with family businesses and business development, as a Certified Family Firm Adviser (FFI Boston). Through the live program, national and online, I have already worked with more than 70 entrepreneurs on this exact transition.
We understand the economic transition and map out the Lead-to-Cash process together. We deconstruct our prejudices and hidden routines, deeply rooted in our inheritance.
The heart of the program. We follow how value moves from the first contact with a customer through to payment and retention, across four stages that work as a single flow.
We make sure the infrastructure and systems serve the Lead-to-Cash process and create real value, and we discuss what can be outsourced and what should never be.
A team that builds ideas, plans and moves the indicators. We speak the same language and build together projects that add value and bring sales.
The entrepreneur and the team are the main character. I synthesise my outside perspective: where to invest, what to focus on, what to change. Not strategy, transformation.
A transformation, not a report.
You leave with a different way of thinking, with a common language, with indicators that actually move the business and with a set of concrete projects for the next two years. Not a presentation that ends up on a shelf, but action, prioritised by the family according to value and to the competencies available.
The investment in the program is discussed on request, in the first conversation.
Who it is for
A limited number of companies each year.
I work with few companies a year, so that I can be present at each of the eight sessions. The first conversation is private, free and with no obligation, we see together whether your company is ready and whether it is the right moment.
See if it is the momentOr you can start on your own: Growth Engine, online.
The same thinking, the economic transition and the Lead-to-Cash process, in an online program you go through at your own pace, alongside your team. It is the place where we talk business, step by step, without waiting for a spot in the live program.
Online training · at your own pace
Growth is decided at the same table where the family sits.
Who sits at the table
The maximum pace of change is set by the founder or the CEO. But the real pace of the company's growth is set by the weakest member of the team, that is the hardest truth.
That is why it matters so much who sits at the table: growth does not depend on a single person, however brilliant they may be.
Where I started from
A new line, born inside an 18-year-old factory
A national leader in the production of furniture fronts, but dependent on a single type of customer, B2B. Together we built ReFront: doors compatible with IKEA kitchens, sold exclusively online, with 3D configuration. A direct-to-consumer line that opened a completely new market, without disturbing the existing distribution pillar. In parallel, the NettFront Innovation Academy and more than 70 affiliation contracts signed nationally within a few months, during which the next generation built its competence to take over.
The fastest growth in the whole group
The Romanian home & deco chain of Mendola Group, today nearly 20 stores in 16 cities, plus online. We moved the teams to a project-based organisation, redesigned the communication, the performance system and the organisational structure. The result: Nobila Casă became the fastest growth in the whole group.
A clearer model, and a second store
A board game retailer, „the shop of memorable experiences", in a niche and crowded market. The owner reset the business model, cut costs and built a strong, authentic presence, managing to open a second store in a short time.
From offices, a store and an events venue
Without a major investment, we turned the offices into a retail store and an events venue, opening a new sales channel and collaborations with influencers, where before there had been only workspaces.
The next step
The first conversation is private, with no obligation and no cost, 30 minutes in which we see whether the program makes sense for the pace you are at right now.