Over 16 years, AB Design grew from a small studio into a full-cycle production company: 70 full-time employees, 40 specialists in a flexible team and more than 180 delivered projects.
That is why I do not advise service businesses from a textbook. I know how sales, hiring, delivery, quality and margins connect - and when the owner becomes the constraint on growth.
AB Design closed in 2018. The experience of running it became the foundation of my current advisory practice.
AB Design combined analytics, UX/UI, mobile and web development, applied software and support. I was responsible for both growth and the cost of that growth.
I sold projects, built teams, hired managers, dealt with demanding clients, protected quality and watched the numbers. I had to make decisions when there was no perfect option and no one else to pass responsibility to.
I also went through crises, client losses, cash-flow pressure, hiring mistakes, owner overload and several rounds of rebuilding the company. That is the part of the experience that now makes my advice practical.
Projects across automotive, telecom, aviation, retail, sport and technology. Not a logo wall for decoration, but experience from different business contexts.
My approach is direct because the business was direct. A strategy has to survive the market, the team, the client and the economics.
A service description that makes sense only to the founder will not help the sales team or the client choose you.
Promising more than the team can repeatedly deliver destroys margin, trust and the owner’s time.
A full pipeline and overloaded people can hide weak pricing, poor project mix and uncontrolled costs.
When every decision, sale and escalation depends on one person, growth eventually becomes self-defeating.
Outsourcing and outstaffing advisory is the main entry point. Product, audit and AI work remain available when the problem sits elsewhere.
I help owners identify where growth is stuck: positioning, sales, delivery, margins, management structure or personal overload. Then we build a sequence of concrete changes rather than another abstract strategy.
For founders and product teams that have too many initiatives, weak focus or no shared logic behind the roadmap.
A structured review of the product, funnel, UX, analytics, positioning and growth constraints.
Practical use cases in operations, product, sales and management, tied to a measurable business effect.
First I understand the situation. Then I suggest the format that matches the problem rather than forcing the problem into a service card.
I look at the market, offer, team, product, process and economics. The visible symptom is often not the real cause.
This may be one consultation, an audit, ongoing advisory or a short series of working sessions.
After the work, you should know what to change first, what to measure and what not to spend time on.
Start with Work with me. It brings together business advisory, product work, career formats, mentoring and the small group. Choose a direction yourself or simply describe the context.
You do not need to diagnose the problem in advance. Tell me what is happening in the company or product, what you want to change and what you have already tried.