01 / Numbers
What the books will admit.
Unit economics by service line, cash conversion, the cost of a decision you have already made. Most companies have the data and have never been shown the shape of it.
See what others overlook.
Consultancy & Advisory · Founded 2007 · US & Europe
What this is
You're too close to see it.
Everyone inside your company looks at the same numbers, in the same meetings, from the same angle. That is how things stop being noticed.
We look from outside. Some of what we find is a problem nobody flagged. Some of it is an opportunity nobody thought to look for. You paid for both of them either way.
Four moments bring people here. Growth that outran the operating model. A carve-out or integration on a deadline. A turnaround where the plan and the P&L stopped speaking. And a leadership gap that needs someone who has held the seat.
Operator first. Advisor second.
The blindspot
The report said everything was fine.
Every dashboard leaves things out. Nobody keeps a list of what.
Move across the panel
Not a metaphor. This is what a quarterly review does to a company.
How we read a company
Three lenses on the same business.
Private equity firms, family offices, and the leadership teams they back. A company is not one system. It is money, machinery, and people, and each hides something the other two cannot show you. We look through all three before we tell you anything.
02 / Systems
What the technology is doing.
You bought the tools. The question nobody answers is whether they touched revenue, margin, or capacity, and which of them quietly duplicated work you were already paying for.
03 / People
Who takes to it, and who doesn't.
Who to grow, who to reposition, what role to hire next. Adoption is never evenly distributed, and the difference between the teams that took to it and the teams that did not is the whole story.
What the research says
Almost nobody has found it yet.
95%
of organizations saw no measurable P&L impact from their generative AI pilots.
MIT Project NANDA · The GenAI Divide, 2025 This figure has been publicly challenged on sample size and method. We use it because it is the most-cited number in the category, and we think you should know it is contested.42%
of companies abandoned most of their AI initiatives. A year earlier it was 17%.
S&P Global Market Intelligence · Voice of the Enterprise, 2025 · n=1,00670%
of the effort, at the companies getting value, goes to people, process and culture. Twenty percent to data and technology. Ten percent to algorithms.
BCG AI Radar · Closing the AI Impact Gap, 2025 · n=1,803Three studies. Three methods. One answer. The technology mostly worked. What nobody measured around it is what decided the outcome. Which means the difference is findable.
What we do
Advisory built for clarity.
- 01
AI Advisory & Governance
What to AI. Who to AI With.
Adoption that holds up under board and diligence scrutiny. Tying the tools you have already bought to revenue, margin, or capacity, and putting the answer in writing. Argued from your numbers, not industry benchmarks.
- 02
People Decisions
Who takes to it, and who doesn't.
Who to grow, who to reposition, what role to hire next, and which of your teams can absorb a change in how the work gets done. The part of adoption nobody is measuring.
- 03
Fractional C-Suite
A CFO's judgment without a CFO's salary.
Embedded CFO, COO, or strategic operator. Senior leadership in the seat for as long as the question takes, and not a quarter longer.
- 04
Financial Modeling
Rigorous models. Confident decisions.
Three-statement models, scenario and sensitivity analysis, unit economics by service line, and the dashboards that make the complex legible enough to act on.
- 05
Investment Readiness
Get to the table. Stay at the table.
Narrative, documentation, and the diligence package sophisticated investors expect. Fundraising is a process, not an event, and the preparation happens from the inside out.
- 06
Executive Advisory
Financial acumen meets human insight.
High-level counsel for leaders at a crossroads, integrating strategic and financial thinking with emotional intelligence, because the decisions are made by people.
Client perspectives
What clients say.
Throughout more than two decades of collaborative projects, I wholeheartedly recommend Blindspot for their outstanding qualities. Keen perceptiveness, unwavering diligence, and passionate dedication set them apart.
Blindspot has an amazing gift of turning a complex, sensitive, and multiple business drivers into a very practical and implementable action plan. That they can then turn around and make sure the team executes to success is a winning combo.
Blindspot has demonstrated diligence and leadership, managing diverse engineering teams and navigating high-stress situations with emotional intelligence and thoughtful consideration. They move the needle for any company they work with.
Ready to find your blindspot?
Whether you are at a financial crossroads, preparing for investment, or trying to work out what your technology has and has not changed, it starts the same way.
Start a conversation →Start here
The first step is a conversation.
What to expect
- A personal review of every inquiry.
- Engagements tailored to your specific situation.
- Complete discretion and confidentiality.
What an engagement looks like. It starts with a conversation. Then a scoped look at the part nobody has examined, and a written decision you can act on. Some engagements end there. Others continue with a senior operator in the seat. Scope and fee depend on the size of the question, so both are agreed before any work starts.