Designing a function
Sales stall again without you. Define the function’s outcome, its owner, decision rights and how exceptions are handled. Check the design in the next work cycle.
Strategic Adviser for a New Scale
Your company can do more when it no longer depends on you for every decision.
Together, we identify the changes to your role and company structure that could enable the next scale, and the evidence that would confirm the transition.
The introductory conversation is free, with no obligation to commission further work.
Valeriy Pozhidaev
Founder of COMPASS and ARCHYX, with experience developing B2B products and working with owners and managers.
SolutionControlDevelopment
Everything through the ownerRedesign the role and decision system
Function ownersAuthorityResult
Room for the next venture
A transition model, not a forecast of results.
Does this sound familiar?
- The company is growing, but key decisions and responsibility keep returning to you.
- You can see the next level, yet changing people, structure or processes has not produced a lasting transition.
- You have a new idea, but the existing business consumes the time and attention needed to pursue it.
Why complexity keeps returning to the owner
If you repeatedly solve a problem in place of a function, the company gets a result without learning to reproduce it. The transition starts with a question: who should own this function, and which decisions can they make?
- 01A difficult situation
- 02The owner rescues the result
- 03No new capability is built
- 04The situation repeats
Developing a manager
Authority has been delegated, but the manager still sends decisions back. Examine the missing capability: noticing a deviation, choosing an action or owning an outcome. A new title alone cannot resolve that.
Your involvement becomes a choice, not a condition of every result
The aim is not to remove the owner. The company should sustain its results while you have room for decisions at the next scale.
What you take away
A map of the current constraint, a description of the capabilities the owner and company need, transition priorities and verification criteria. The specific scope is agreed after we understand your situation.
For a new venture, define the resources, first demand test and continuation criteria separately. This lets you test something new while the existing company sustains its results.
The scope is agreed for your situation. These are working outputs, not a guarantee of growth.
How we work together
- 01
Define the intended scale
Describe what the company needs to create and sustain, your role in that picture and the evidence that would demonstrate a real transition.
Working outputTarget state - 02
Identify the constraints
Examine the decisions, functions and traps that make results depend on your personal involvement. Separate assumptions from what can be tested in the company’s work.
Working outputConstraint map - 03
Build a route for change
Identify the capabilities the owner and managers need, and changes to responsibility and authority. Agree on steps, resources and success criteria, bringing in external expertise where needed.
Working outputRoute and responsibilities - 04
Review and adjust
Review the effects of decisions and whether the new way of working holds without constant intervention from the owner. Adjust the route using evidence.
Working outputEvidence and review
The adviser’s role and boundaries
I work with you as a strategic adviser: helping identify constraints, examine decisions and maintain direction. You retain business decision-making; managers and specialists are responsible for their part of implementation. Meeting frequency, duration, fees and scope are agreed before work begins.
For a private conversation beyond your management role, there is a separate “Beyond the Role” format. Here, the focus is a specific business transition.
Why work with me
My experience combines B2B product development with work alongside owners and managers. At Rational Logistics, I worked on a transport logistics product; at SellClones, on sales training. Across these different settings, the same issue mattered: turning an idea into people’s work and a result the company can reproduce.
Today, through COMPASS and ARCHYX, I investigate owner and company transitions: changes in roles, accountability, functions and the ability to create something new. Maps and models help frame better questions, but conclusions must be tested against the facts of your company.
As an adviser, I help you identify the constraint, define the change and test it. I do not run your business in your place or promise a predetermined scale. Decisions remain yours; implementation requires the work of managers and function owners.
Start with your situation
In the introductory conversation, we will clarify your task, assess whether this format fits and discuss a possible next step. You do not need to complete a diagnostic first.
The introductory conversation is free, with no obligation to commission further work.Any further scope, format, fees and responsibilities are agreed before work begins.
Email or call directly
v.pozhidaev@pozhidaev.info+380 93 323 32 44The email link opens your email app. You need to send the message yourself.
A different question?