One person who already knows your business, instead of a firm that starts learning it again each time.
Before anyone should be making twelve-month commitments, we both need to know what is really going on. The diagnostic is a fixed-fee piece of work, scoped and time-boxed, and the findings belong to you whatever happens next.
The work behind it is a pre-analysis, a period spent understanding the founder and how the business really runs, and research into the business and the market it operates in. How that is done is my own; what it produces is yours.
What is constraining growth, in priority order, with the reasoning. Including the things you will not want to hear.
What to do, what to leave alone, and what has to be true before the next stage is worth attempting.
Most of what matters in a business does not happen on the day a decision is made. It happens in the months afterwards, when circumstances change and the plan has to bend. That is the part a one-off engagement cannot reach.
Performance across revenue, technology, marketing and whatever is live that month. Ninety minutes, prepared in advance. Nobody reads out a status update.
Step out of the operating detail. What is working, what has stopped working, what the next opportunity will take.
Decisions do not wait for the calendar. When something comes up — an investment, a hire, a technology commitment, an offer — you call.
I hold no more than six of these at a time. Not scarcity marketing — six is what I can do properly alongside my own businesses and the research.
Revenue is proven but it runs through you. Diagnostic, then quarterly reviews. Enough to fix the foundations without paying for more than you need.
Building repeatability beyond one city and one founder. The full twelve-month relationship.
Ready, or nearly ready, for a market outside India. The relationship plus a specific expansion mandate.
I do not work with pre-revenue businesses. This work assumes there is already a business to build on.
I am not an independent consultant and I will not pretend to be. I own the businesses that do this work — software, marketing, sales, whole departments run end to end — and a company that helps businesses raise capital. That is a conflict, and naming it is better than dressing it up.
It is also why my advice is worth more than a deck. When I tell you something will work, my own teams are the ones who have to make it work.
What I commit to: the diagnostic is a fixed fee, the findings are yours, and you can take them to anyone. If my companies bid for the execution, they bid against others, and I will tell you when someone else is the better fit.
Allan Ventures facilitates investment and capital raising; it does not invest its own money. If I stand to earn from a raise you are considering, you will know that before we discuss whether you should raise at all.
Where it is, where you want it, and what is holding it there. If it fits, we shape the relationship around that.
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