L2B works with a small number of founders, leadership teams and investors at a time. It goes where management consultants can’t: scaling tech businesses, rebuilding go-to-market, leading turnarounds, all done first-hand. The counsel is direct, the engagement is personal, and the standard is the one an operator holds themselves to.
When the next phase of growth needs more than doing the same things harder: repositioning, new segments, pricing, recurring revenue models, and the commercial engine to match.
Entering APAC from Europe, or Europe from APAC, with someone who has run businesses on both continents. Channel design, first customers, local partnerships and the traps that only show up once you land.
Designing the go-to-market machine: segments, channels, pricing, sales motion and the team to run it. Built and rebuilt first-hand, from startup to scale-up, across 70 countries.
Positioning, narrative and category choices made at board level: where to play, what to claim, and the engine to back it. Built from full sales and marketing overhauls led as an operator.
Pragmatic, not hype-driven: finding where digital tools and AI actually move the P&L, setting the roadmap, and driving adoption through the teams who have to live with it.
An operator to lead the mission when an acquisition or spin-off is on the table: target identification, commercial readiness, working hand in hand with legal, leading the negotiation. M&A muscle when you need it, flexed back down when you don’t, or kept on through integration. Done first-hand, including the acquisition of a global IoT network operator.
Part of your raise team from back office to front of room: data rooms, models, narrative, and the pitch itself. AU$47M raised as CEO at Thinxtra, US$20M raised supporting the UnaBiz founders from the back office, plus an investor and introducer network across APAC and Europe.
When cash burn, churn or a stalled pipeline demand hard choices. The Sigfox turnaround playbook: stabilise, refocus, rebuild the order book, and give the team a story worth fighting for.
Board-level counsel, non-executive contributions and governance that serves the strategy rather than the paperwork.
Market reality, competitive position, go-to-market quality and revenue durability, tested against how these businesses actually run rather than how the deck says they do.
Value creation planning from day one: the 100-day commercial plan, pricing and go-to-market rebuilds, recurring revenue models, and the operating cadence that turns an investment thesis into results.
When a portfolio company stalls: stabilise cash, refocus the commercial engine and rebuild momentum, working alongside management as an operator who has led this from the inside.
Equity positions in energy, industrial tech and software, usually built through the advisory work itself. Fees can blend cash and equity, deliberately. L2B does its best work as a shareholder, invested in the same outcome as the founders.
Every engagement starts with a direct conversation about the problem, not a proposal deck. If L2B is the right fit, the shape of the work follows the situation: a focused sprint on a specific decision, an ongoing advisory rhythm, or a deeper role through a transformation.
And when the mission is bigger than one person, L2B assembles a high-impact task force: the right specialists, hand-picked and orchestrated, accountable for delivering the complete mission, not a report.