The industries we build in.

A generalist consultancy learns your market on your budget. The first month goes on orientation — who regulates this, what the buyer actually wants, what a healthy margin looks like here — and you pay for that twice: once in fees, and again in the weeks it costs you. We chose five sectors so that month is already behind us on the day we start.

The five are not a random selection. They share a shape. Each is either regulated or governed by reputation, which means the wrong move is expensive rather than merely embarrassing. Each grows one unit at a time — a chair, a room, a class slot, a table, a provider deployment — so the work is filling and holding those units rather than opening a tap. Each carries heavy fixed costs that punish a slow ramp. And in each, demand is built locally and on trust rather than bought at volume. A venture in any of them lives or dies on the same few things: whether the model clears its costs, whether the approvals land in sequence, and whether demand is moving before the money runs out — the calendar filling before a clinic opens, the first pilots signed before a platform's runway closes.

That shared shape is why the same DNA goes into all five while the specifics never do. What you get from it is unglamorous: we know that practitioner licensing has to be timed against the facility license rather than the fit-out, because we have watched clinicians sit on payroll waiting for it. That is the kind of thing you learn by having done it in your sector, not adjacent to it.