Your leadership team, your metrics and your customers say three different things about your product and who it is for. That is what is capping your growth. One week finds why, and gets the decisions made that bring them back into line. Your growth rate goes up.
Josh ran an intensive, week-long strategic workshop with the entire team, in person. It was the highest-leverage week in Umbra’s history. In five days it did what would normally take months. It rebuilt how we think about our product, our architecture, our growth and our roadmap, and it gave us the executable plan to build v2 and ensure its successful launch.
Companies at the two hardest transitions, zero to one and one to ten. You have built something that works, but you’re not growing at the rate you need.
Fixes have been tried and none of them changed the number. The funnel leaks and nobody has found where. Growth arrives in bursts that do not build on each other.
Stalled growth always has a root cause. Running the company is what puts you too close to find it.
This is not an offsite where a consultant tells you what you could read in a book. It is led by a founder-CEO, intensive, hands-on and built entirely around your business, with your whole leadership team present.
It confronts your business as it really is, with evidence gathered independently, rather than opinion. It’s what makes the answers hold up in front of the people who know the business best.
The week is not a discussion. Your team works the evidence through the practices the best technology companies run on. The path to faster growth comes from their work, not from someone presenting it.
It starts weeks before you arrive, with discovery across three layers. How the method works →
One week, and you leave with a strategy your team built and a roadmap to execute it. Decisions taken, not recommendations to consider.
What changes in the business, and in how your team thinks.
Where your leadership team, your metrics and your customers stop agreeing about your product and who it is for, and by how much. No comfortable stories, no vanity metrics.
Pinpoint where growth actually comes from, where it doesn’t, and how to catalyse and compound it.
Exactly who your product is for and what they care about, not what you assume. What pulls its weight stays, dead weight gets cut.
Hard-won judgement from someone who has already paid for the lesson, applied straight to your situation.
A strategy that aligns your company and your product with your customer.
A clear direction, verified against what your metrics and your customers actually say, and a roadmap built to fit rather than repatching what didn’t work.
A defined target customer, and your product built for the job they actually come to you for.
A growth plan for how you grow now, and what has to replace it when that stops being enough.
An honest judgement on whether your team can deliver, what is missing, and the behaviours needed to carry it.
Where your leadership team, your metrics and your customers disagree, and by how much.
The systems no-one has time to build. A financial model and raise plan, a hiring process, a contracts pack, a suite of admin prompts. An add-on to the week rather than part of what makes it work.
An hour with your leadership team, at no cost. An NDA first.
Dates locked, your team booked in.
Weeks of it. Your team, your systems, your customers and your market, before you arrive. Your week built around what it finds.
Five intensive days, the decisions made by your whole leadership team working together.
A month of support, one week immediately after, then check-ins at two and four weeks.
Run by a founder-CEO who has been where you are.
Josh Rogers has spent thirty years as a founder and CEO building high-growth technology companies, with a specialty in zero-to-ten, delivery-critical environments. Three stock exchange listings, over $400M raised, and eight exits, four as founder-CEO, one as CEO and three as advisor. Alongside his own companies, he has advised leadership teams on the design of their business and operating models, including Indeed, HomeAway and Rakuten. At Freelancer, he was a founding shareholder and advisor from the seed round to its 2013 ASX listing at A$1 billion, returning 400x to early investors.
Most recently, as CEO of Houdini Swap from 2023 to 2026, he built the company from an early-stage project into the market leader in compliant private crypto swaps. $2.5B in volume across 119 chains, more than a million swaps, operating margins doubled, and peak Token Terminal top 40 by revenue, capped with a US$18M acquisition by Nasdaq-listed Sol Strategies.
Start with a no cost preliminary analysis.