Strategic advisory for gaming and technology companies

Before advising on the next step, I examine how the company works.

That includes its market, product, customers, business model, technology and organisation. I speak with management and specialists, review the underlying plans and models, and investigate where expectations differ from the available evidence.

In a development organisation, I look at how product priorities become work packages, estimates, dependencies and delivery commitments. How were those estimates produced? Does the team have the required capacity and expertise? What remains undefined? What happens to cost and timing when the scope changes?

These details matter because they determine whether a strategy can be executed.

A development plan needs to support the business the company intends to build.

I work with product, production and commercial specialists to connect the target audience, product scope, release strategy, acquisition, retention, monetisation and ongoing operations.

Together, we examine realistic scenarios: what can be delivered with the available resources, what additional funding would enable, and which choices become necessary if timing or capital changes.

This gives management a clearer basis for deciding what to prioritise, what to fund and what to reconsider.

I work directly with founders, CEOs, operational leaders, development teams, publishing and marketing specialists, investors and external advisers.

Each brings a different perspective. I examine how those perspectives fit together and where important questions remain unanswered.

That can involve challenging a commercial forecast, investigating a production constraint, clarifying decision ownership or examining whether an investment proposal reflects the underlying business.

I recognise useful progress, raise difficult issues directly and help turn the discussion into decisions, responsibilities and follow-up.

My investment-related work includes examining business plans, financial assumptions, capital requirements, investor materials and proposed deal structures.

I look at what the company needs to demonstrate, how the funding supports execution and what different scenarios mean economically for the parties involved.

Working alongside legal and financial advisers, I scrutinise whether the commercial understanding is reflected consistently in the supporting documents and calculations.

I help companies explore where AI can improve decisions, workflows, customer understanding and business models.

In gaming, that includes connecting marketing activity with onboarding, player behaviour, retention and monetisation. It also means examining whether proprietary technology and data could support capabilities beyond their current use.

I work through the opportunity with the team: the data required, the systems involved, the costs, the expertise needed and the evidence a test should produce.

I am most useful when a business faces consequential decisions involving several disciplines: preparing for investment, reassessing a development or launch plan, improving commercial performance, strengthening execution or exploring a new strategic direction.

My approach combines independent judgement with close involvement. I go into the detail, keep the wider business in view and help the people responsible move forward.