P6 · Program
Business Model Consulting
Intensive business model work with product champions who launched platforms for global giants. Learn to configure a business model in many ways, and navigate from 30,000 ft to 30 ft without losing the thread.
X = One assumed model —[Δ Segment · Δ Offer · Δ Pricing · Δ Channel]→ Y = Chosen model with evidence
The hook
Most startups run the business model they inherited in week one. It is almost never the model that maximises return.
Intent · Compare credible model alternatives on unit economics, then commit to one deliberately — with pricing, channel and cost structure that hold at scale.
100+
ways to configure a model
30k→30ft
altitude range
1
model you finally commit to
The movement
X · today
A single, inherited business model nobody has stress-tested
Y · destination
Alternatives compared on unit economics, then one chosen deliberately
A business model is an engine: it identifies opportunities, defines what customers want, segments them, and fits key activities, processes, assets, people and partners to create and deliver value.
Channels to market, customer journey and relationships, revenue and cost structures are not appendices — they are where most ventures quietly lose their margin.
We work post-COVID, digital and platform models: apply the learning to your own use case, borrow from other industries, and choose the revenue model that maximises return.
What you get
- The what and why of business models
- Use cases from successful startups and corporations
- The business model kit for mapping models and platforms
- Research tools, strategy and game theory
- Pricing, channel design and GTM
- Ballpark figures: calculate and visualise alternatives
Build to win
- How to build a business that compounds
- How to create a world-class product
- Thrive and scale without cash burn
- Adapt with agility
- Create repeat customers
- Explore which models maximise returns
Grow & defend your market
- Out-position competition structurally
- Champion strategy and execution together
- Mechanics of hyper-scale
- Practical use cases, not theory
- Track, trace and pivot with evidence
Why it matters · impact
Margin is designed, not discovered
Pricing and cost-to-serve decisions made casually in year one define the gross margin ceiling for the life of the company.
Pricing is the fastest lever
A well-structured pricing change moves revenue faster than any growth programme and costs almost nothing to ship.
Model choice decides fundability
Two ventures with identical product and identical revenue are valued very differently depending on retention, margin and expansion mechanics.
How it runs · deep dive
Deconstruct · The engine as it is
We map the current model into its parts and attach a number to each.
- Segment map with revenue concentration and churn by cohort
- Offer and packaging audit against the value actually delivered
- Cost-to-serve per segment, including support and infrastructure
- Channel economics: CAC, cycle length, win rate, margin after channel
Compare · Alternatives with real numbers
Three to five configurations modelled side by side — subscription, usage, outcome-based, platform take-rate, hybrid, licence.
- Willingness-to-pay research per segment, not per founder intuition
- Value-metric selection: what should the price scale with?
- Sensitivity analysis on churn, discount and cost inflation
- Migration path and grandfathering risk for existing customers
Commit · Ship and instrument
A model is only chosen when it is priced, communicated and measured.
- New pricing architecture with tiers, guardrails and discount policy
- Sales narrative and objection handling for the new structure
- Contribution margin dashboard by segment and channel
- Quarterly model review against the driver tree
Measured on · KPIs
Gross margin
Revenue less direct cost to serve
+10–20 pts within 2 quarters
ARPA
Average revenue per account after repricing
+15–30%
CAC payback
Months to recover acquisition cost
< 12 months
Net revenue retention
Expansion less contraction and churn
> 110%
Discount leakage
Realised price vs list price
< 10%
Concentration risk
Revenue from the largest customer
< 20%
What you walk away with
- →Model comparison workbook with sensitivities
- →Pricing architecture and discount policy
- →Contribution margin dashboard by segment
- →Migration and communication plan
Not for
- ✕Teams looking for a pricing number without changing the offer
How we look at your business
10 lenses. One business.
Business consulting fails when a company is examined through one lens — usually finance. We rotate through all ten on every engagement. Select one to see how it runs and what it uses.
01
Researcher
Research like a Researcher
Field evidence, ethnography, jobs and behaviour before any solution is drawn.
Tools we use
The question it forces
What did you observe, not what do you believe?
How it works
Observe the job in its real context before interviewing anyone
Separate stated preference from revealed behaviour
Size the segment, then pick a single beachhead
Convert findings into testable value hypotheses
Other programs
P1
XY Incubation
0 → Revenue, engineered.
P2
XY Acceleration
Revenue → Scale, without chaos.
P3
XY Growth Fund
Create, boot-strap, fund, scale, repeat.
P4
Global Market Access
You win on home turf, then you conquer another.
P5
XY Mentoring
One missing node, not one missing strategy.
P7
Product Management
Discover value, frame it, validate it, create it.
P8
Technology Consulting
Is it your IP — or someone else's API?
P9
Investor & Portfolio Services
Top 1% funnel. 360° evaluation.