L2B works with a small number of founders, leadership teams and investors at a time. The counsel is direct, the engagement is personal, and the standard is the one an operator holds themselves to.
When the next phase of growth needs more than doing the same things harder: repositioning, new segments, pricing, recurring revenue models, and the commercial engine to match.
Entering APAC from Europe, or Europe from APAC, with someone who has run businesses on both sides. Channel design, first customers, local partnerships and the traps that only show up once you land.
Navigating boards, PE owners and fundraising as an operator who has lived inside PE-backed companies. Preparing the narrative, managing the relationship, keeping control of the agenda.
When cash burn, churn or a stalled pipeline demand hard choices. The Sigfox turnaround playbook: stabilise, refocus, rebuild the order book, and give the team a story worth fighting for.
Board-level counsel, non-executive contributions and governance that serves the strategy rather than the paperwork.
Market reality, competitive position, go-to-market quality and revenue durability, tested against how these businesses actually run rather than how the deck says they do.
Value creation planning from day one: the 100-day commercial plan, pricing and go-to-market rebuilds, recurring revenue models, and the operating cadence that turns an investment thesis into results.
When a portfolio company stalls: stabilise cash, refocus the commercial engine and rebuild momentum, working alongside management as an operator who has led this from the inside.
Early to growth-stage positions in energy, industrial tech and software, taken with conviction and usually alongside an advisory relationship. Capital that comes with an operator attached.
Ventures and positions where deep sector knowledge creates an asymmetric edge, notably in distributed energy resources and aggregation within the Australian NEM.
Every engagement starts with a direct conversation about the problem, not a proposal deck. If L2B is the right fit, the shape of the work follows the situation: a focused sprint on a specific decision, an ongoing advisory rhythm, or a deeper role through a transformation.
And when the problem needs minds beyond one advisor, orchestration is the point: L2B brings the right people around the table and makes the collective smarter than any individual in it.