I help Web3 founders make their companies investable to customers.
Capital and talent tend to follow once the customer side works.
A decade running the sales engine as an operator, not a consultant. Four-week audit first, 4k euros. A retainer after, if the audit earns it.
Book a 30-minute diagnostic call →Three operator seats. Numbers you can verify on a reference call.
Most Web3 companies with a growth problem do not have a growth problem.
They have a positioning problem, a customer-definition problem, or a founder-built-the-wrong-ICP problem. The symptom is always the same. A decent product, a tired founder, a pipeline full of unconverted conversations, and a board deck with a flat revenue chart on page four.
I have watched this happen from the inside three times. At EasyMM I built the sales engine from scratch. Inside a major institutional bank I rebuilt onboarding across six departments against the kind of internal friction that breaks most consultants. At Zenex I rewrote the token structure from utility to security and ran the process that raised $2M from 50+ family offices.
What I do is the same work, now on the outside. Come in, find what is broken, rebuild the engine around the real customer.
A small first commitment with one written deliverable.
I cap new clients at two active engagements at a time. This is not scarcity marketing. It is the actual load I can carry while running EasyMM. If the calendar is full, you join a waitlist or I refer you to someone else.
Five questions. One written answer. No agency deck.
Specific on the yes. Louder on the no.
Right fit
- Web3 company past roughly $500k ARR with real customers and a real product.
- Tokenization platform with a working product and not enough buyers.
- Fintech team with a Web3 surface.
- RWA issuer struggling to convert institutional interest into subscriptions.
- iGaming project with a compliance-first token structure.
Wrong fit, tell me early
- Pre-product or pre-revenue. I am the wrong person.
- Looking for a fundraising consultant. Also the wrong person. I can refer you.
- Hoping for an outsourced growth team. You will still have to decide and ship.
Three operator engagements, told in prose.
Market making for crypto projects was a crowded category where every buyer had been pitched by five other shops. The standard playbook was profit-share with the token, radio-silence operations, and spreadsheets mailed quarterly.
Built the opposite. Subscription pricing, weekly strategy calls, a 24/7 dashboard, a treasury-built approach that does not dump on the project. Sales process from scratch. Institutional-grade onboarding. 80+ exchange relationships including every tier-one venue. Team from zero to 40.
200+ projects served. $10M+ in client treasury built with no dump on the project. Named clients include Sonic, Moca, QORPO, APTM, Natix, Synternet, and roughly 194 others.
In a category where everyone looks the same, the sales engine is the product.
A brokerage division with $2B+ AUM, institutional and HNW clients, and the full set of structural constraints that come with operating inside a regulated entity. The mandate was grow revenue without breaking compliance.
Took over a sales org with decent product and nobody closing. Launched new institutional products. Led a cross-functional implementation of a new trading platform across six departments. Rewrote client onboarding end to end. This was not a consulting engagement. It was an operating role with cost-center politics, legacy systems, and board-level stakeholders.
10x revenue growth and 3x asset growth across the desk. Client onboarding time reduced by 7x while compliance improved, not degraded.
The jurisdiction is complicated right now. I do not put the bank on the page. Anyone who wants to verify the story can find me on LinkedIn where the work is already public.
Institutional sales engines fail on internal process more often than they fail on external demand. Fix the onboarding and the revenue compounds.
A Singapore-based tokenization platform for iGaming assets with a utility-token structure, a pitch that did not match institutional investor expectations, and a compliance profile that needed rebuilding. The engagement started through my agency as strategy work and expanded into the CEO seat for the full deal lifecycle.
Pivoted the token structure from utility to security. Set up the SPV. Wrote the investor-facing materials. Built an education-first sales process that presented verified P&L instead of forecasts. Spoke at SBC, Sigma, MAC Yerevan, G Gate and CPA Life as the public face of the project.
$2M raised from 50+ family offices and HNWIs in the first offering. Subscription management, onboarding and reporting infrastructure built from zero.
Token structure is a sales document. Pick the wrong one and no amount of investor outreach recovers the raise.
Once a month I run a Demo Day on Zoom. It is the audit, in miniature, in public.
Four or five founders present to a filtered room of investors and exchange leads. Twelve-minute pitches. A moderator who pushes back in real time. We livestream to YouTube and the full archive sits on the EasyMM site.
Nothing about this is novel. Very few companies actually do it, because it only works if you already know the buyers on the other side.
Three tiers. Stated plainly.
Questions I get before every first call.
Thirty minutes. You tell me revenue today, who the buyers are, what has been tried. I ask four questions you will not love. If there is a fit, the next step is the audit.
Because a 4k audit means the risk of working together is small enough that both sides can decide honestly whether there is a second engagement worth doing. I do not believe in forced retainers. First two clients in any new focus area get it at half price in exchange for a published case study.
Operator first. I run EasyMM in parallel and take a small number of outside engagements a year when the problem is interesting and the founder is honest.
No. That is a different job and I do not take that work anymore. I can refer you.
Global. Remote by default, travel for kickoffs when the size of the engagement warrants it.
Yes. After the diagnostic call, if we both think there is a fit.
It happens. Sometimes the answer is a product call, a hiring call, or a founder-time call. If I spend four weeks and the honest answer is "not this," you get the honest answer, not the retainer pitch.
On stage, and hosting the room.
I have spoken at SBC, Sigma, MAC Yerevan, G Gate and CPA Life on iGaming and Web3 infrastructure. Not because I like stages. Because in that segment, a speaker slot shortens the trust cycle by about a month.
Host of EasyMM Demo Days, the monthly session that puts vetted founders in front of active Web3 investors. Operating on both sides of the table is why the audit works.