You’re sitting on more information than you can use.

I’m your analytic lead, on demand. Pay as you grow. Skip the gamble of a hire.

Are we in the right business for the next ten years?
What’s our real edge, and is it eroding?
Where is the industry going, and where should we be standing when it gets there?
Which of our customers will still be customers in five years?
Are we priced for the market we’re in, or the one we were in?
What would it take to double margin without doubling headcount?
Where are we most exposed, and what would it cost to be less so?
Which decisions do we keep making on gut that we could make on evidence?
What is the business worth, and what would move that number?
How do we grow without breaking what makes us good?
Which parts of the business quietly subsidise the others?
What are we optimising for, and is it the right thing?
If a competitor studied us, what would they attack?
Where do our story and our data disagree?
What should we stop doing?
How fragile are we to one bad quarter?
Which bets are we already making without calling them bets?
What do our best customers have in common?
What would we need to believe to make the big move?
What’s the one thing we’d regret not measuring?
Where is the next notch of upside?
What would you look at first?

Are we in the right business for the next ten years?
What’s our real edge, and is it eroding?
Where is the industry going, and where should we be standing when it gets there?
Which of our customers will still be customers in five years?
Are we priced for the market we’re in, or the one we were in?
What would it take to double margin without doubling headcount?
Where are we most exposed, and what would it cost to be less so?
Which decisions do we keep making on gut that we could make on evidence?
What is the business worth, and what would move that number?
How do we grow without breaking what makes us good?
Which parts of the business quietly subsidise the others?
What are we optimising for, and is it the right thing?
If a competitor studied us, what would they attack?
Where do our story and our data disagree?
What should we stop doing?
How fragile are we to one bad quarter?
Which bets are we already making without calling them bets?
What do our best customers have in common?
What would we need to believe to make the big move?
What’s the one thing we’d regret not measuring?
Where is the next notch of upside?
What would you look at first?

Are we in the right business for the next ten years?
What’s our real edge, and is it eroding?
Where is the industry going, and where should we be standing when it gets there?
Which of our customers will still be customers in five years?
Are we priced for the market we’re in, or the one we were in?
What would it take to double margin without doubling headcount?
Where are we most exposed, and what would it cost to be less so?
Which decisions do we keep making on gut that we could make on evidence?

Questions I’m asked: where the next million should go, who leaves if prices rise, which customers cost more than they pay, what the business is worth, and more.

01 · The balancing act

Every part of your business is a balancing act.

Price against volume. Service against cost. Inventory against cash.

Those aren’t problems to fix. They’re the business.

I learn how your business actually runs, then find the improvements you haven’t had time to look for.

02 · Why now

Any tool will now answer whatever you ask it.

A tool waits to be told, a hire has to be taught, and your week is already spoken for.

I’m the third option.

Someone who gets it, works unsupervised with the best tools there are, and brings back real options for the next improvement.

03 · How it works

Both start with discovery: a twenty-minute call, then I go think.

By the deliverable.

Scoped to one piece of work. Discovery sets the timeline and the fee.

By the month.

A standing role, on retainer. Discovery sets the scope and the fee.

The future isn’t knowable, but it is narrowable — and a well-calculated risk is how you guard the downside while finding the next notch of profit.

Pay for what you use. Walk away any time.

04 · Mac Faldet

If I’ve emailed you, I’ll call in a few days. If you’d rather skip the cold call:

mac@faldetadvisory.com (651) 299-3674

Rosemount, MinnesotaLinkedIn ↗

Over a decade of unlocking millions in value across banking, commodity markets, software and government.