Scale-Up Advisor and Growth Consultant
A scale-up advisor and growth consultant who has built revenue engines and led companies through the messy middle of scaling. Practical, operator-led guidance for founders and boards who want growth without losing control of the business.
Where scaling actually breaks
Most companies do not fail to scale because they lack ambition. They break in the middle: a sales motion that worked at a smaller size stops compounding, marketing spend rises faster than pipeline, the team grows faster than the operating discipline, and the founder becomes the bottleneck for every decision. A scale-up advisor who has run this phase as an operator helps a company find the constraint that is actually limiting growth and fix it, rather than adding more activity on top of a broken system.
What a growth consultant works on
- The real constraint on growth, named honestly
- A revenue model that ties marketing, sales, and retention together
- A go-to-market motion that compounds rather than plateaus
- Unit economics and the path to efficient, durable growth
- Operating cadence and decision rights so the founder is not the bottleneck
- The hires and structure the next stage of growth requires
Revenue growth advisor, grounded in operating experience
A revenue growth advisor is only useful if the advice has been tested in the line. This guidance comes from building and scaling commercial functions, carrying revenue targets, and turning around businesses that had stalled. The work is practical: a clear diagnosis, a small number of high-leverage moves, and the cadence to execute them, not a deck that sits unused.
Where this works best
- Founder-led companies past product-market fit and into scaling
- SaaS and subscription businesses building a repeatable engine
- Companies preparing for a raise or a sale
- Private-equity-backed companies pursuing a value-creation plan
- Boards that want an experienced operator close to a portfolio company
Engagement model
- Advisory cadence or a deeper fractional engagement
- A first diagnostic that names the constraint and the highest-leverage moves
- Targets agreed with the founder or board
- Compensation aligned to outcomes where appropriate
- Clear scope and a defined review point
How to start
Share where the company is, the growth goal, and where scaling is breaking down. The first response is a direct read on the constraint and whether an advisory or fractional model fits. Contact is by email or LinkedIn.
https://niklaslindahl.com/services/scale-up-advisor