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Too many decisions still go through one person, slowing down growth.
The direction changes too often, causing teams to lose focus.
Quality varies across teams due to a lack of clear standards.
There is more and more activity, but less overall clarity.
Five movements. One direction. The proprietary sequence we use to take a company from observed reality to a single defendable strategic move.
Strip out narrative. Document what is actually happening — in the market, the category, and the company. Most engagements begin here, not where the brief said.
Locate the uncontested space that the current map doesn't show. Where competition is irrelevant because the question itself has changed.
Plot the chosen position against the field — what we lift, what we drop, what we create. The canvas becomes the single image leadership aligns around.
One decision. One direction. One quarter. Strategy that cannot be acted on this quarter is not yet strategy.
Tie the move to who the company is — and who it refuses to be. Without this anchor, the first storm reverses the decision.
Phase diagnosis
Structural bottlenecks
Operating model redesign
Strategic priorities
90-day roadmap
Founder-led B2B companies
€3M – €20M revenue
Tech, fintech, industrial tech
Scaling or strategic transition
Defined a regulated entry path into crypto custody and on-ramp. Mapped the regulatory terrain, sized the addressable margin, and built the case for a two-stage rollout that survived board challenge.
Repositioned a 60-person performance agency for acquisition. Reframed the offering from media-buyer to category strategist, lifted the EBITDA narrative, and supported diligence through to letter of intent.
Built the US go-to-market for a European RPA firm targeting mid-market hospital systems. ICP, pricing architecture, sales motion, and the first three named accounts.
Rebuilt the affiliate engine for a multi-brand commerce group — payout structure, partner tiering, content economics — recovering channel margin without losing volume.
Fourteen years inside a global manufacturer — leading strategic marketing across product launches, category repositioning, and channel transformation. The foundation behind everything Storm's Edge does today.
Five movements. One direction. The proprietary sequence we use to take a company from observed reality to a single defendable strategic move.
Specialisation by depth, not by category. The same strategic instruments calibrated across very different waters.
Financial Services
Crypto & Digital Assets
Healthcare RPA
Performance Marketing
E-commerce & DTC
Industrial Manufacturing
Cross-border Tech
Professional Services
Strategic Positioning
Market Entry
M&A Narrative
Category Design
Pricing Architecture
Go-to-Market
Brand Strategy
Channel Economics
Poland · Home Port
DACH Region
Nordics
United Kingdom
United States · Mid-Market
Japan · Selective
EU Cross-Border
EMEA Expansion
A small practice can only do honest work by being explicit about who it's for.
You're facing a decision the org keeps deferring.
You're entering a market you don't yet have language for.
You want a counterpart, not a vendor.
You'd rather hear "no" than waste a quarter.
You're between €5M–€500M revenue, with real skin in the game.
You need a 60-slide deck to validate a decision already made.
You want a large team in matching badges.
You're optimising — not deciding.
You're allergic to direct disagreement.
You're shopping for the lowest hourly rate.
12+ years leading industrial operations, strategy, marketing and transformation across EMEA and global structures. From factory floors in Nagoya to boardrooms in Europe.
Piotr arrived without a deck and left us with the clearest read of our market we'd ever had. The decision practically made itself.
Across fourteen years he was the strategic counterweight in the room — the one asking the question everyone else was avoiding.
He repositioned us in six weeks in a way our internal team hadn't managed in two years. The acquisition closed at a multiple we wouldn't have asked for ourselves.
Quiet, direct, structurally honest. Storm's Edge is what consulting is supposed to be — and almost never is.
