One — the transformation

I led a digital transformation for a retail business with a 35-person team. Legacy COBOL running the order flow, an omnichannel promise the systems could not keep, and a migration to modern headless infrastructure underneath a business that still had to trade every day.

The technical migration was the part that got planned. The part that decided whether it worked was retraining, and the ordering mattered: train first and people learn a system that does not exist yet; migrate first and an untrained team runs unfamiliar infrastructure at the worst possible moment. We ran them in step.

Zero layoffs, 20% revenue growth. Every transformation I have watched fail, failed on adoption rather than on the stack.

Two — the writing

I ghostwrote a 26,335-word book on investor pitching for a German investor-marketing consultancy. Fourteen chapters and an appendix, one of which was designed in Figma rather than written, because the content was visual and had to be built.

Alongside it: investor letters supporting M&A transactions, and investor materials for large energy projects including mezzanine financing, which is a harder editorial problem than either equity or senior debt because the same document has to argue downside protection and upside at once. Freelance writing across the Steinbeis network in Germany, investor marketing with Magdalena Reith (Pitchbird.de), and connections at Lion Capital Management for financing and M&A work.

Writing for somebody else is where the habit sharpened. Their voice, their opinions, their credibility on the line, and every claim has to survive a reader who knows the domain.

Three — selling and delivering

Before the consulting practice was mine, it was somebody else’s account book. At the agency I managed client services and delivery for monday.com, Guardio and CirclesUp while they were agency clients: scoping, cadence, escalation, retention.

Running Flow meant selling the work first. I personally sold and closed $15K–$30K engagements — FormDR, Scale Insights and DialMyCalls among them — with broader-team deals reaching $100K/month at the extreme end. Knowing what a deal feels like from both sides is why the delivery plans survive contact with the contract.

Four — the analytics and growth work

Eleven engagements, now named: FormDR, Scale Insights, HackingHR, Net Atelier, DialMyCalls, QForm, GetLeo, PitchBird and Gainify (the fintech since shut down) on the product side, and Spikerz, Tasq, CYE and Willow on the content and search side.

The pattern is consistent. Instrumentation before reporting. An audit before a strategy, because every strategy document contains claims nobody has checked. And when the evidence says nothing moved, report that, because a roadmap built on noise is worse than no roadmap.

Three examples of the audit finding the reporting was wrong: property coverage at 0% on a platform about to be reported on, 349,244 rows of billing data nobody had queried, and two systems disagreeing about the same customer base by 2,868 users.

Five — building my own things

A trade-site generator producing 278 pages across 18 trades and 10 cities from structured data, where a model fills a schema and a template builds the page. A research stack that runs search, AI-visibility and enrichment for under two dollars, with every provider call logged to the cent. And the content system in front of it: a knowledge base, a claims registry, a 197-rule lint layer and a set of publishing gates.

Building your own things tests which parts of your process are real. Every method I use on client work was proven or discarded on my own products first, mostly discarded.

What I am looking for

A senior analytics, growth or product-ops role where the state of the measurement is itself a problem to solve, rather than an assumed foundation. The engagements I do best start with somebody saying some version of “nobody trusts the dashboard.”

Open to remote, and to consulting engagements alongside a role. Based in Tbilisi, working across European and US time zones.

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