4 weeks01
Strategy sprint
A four-week diagnostic that replaces the annual offsite. We map where the money is made and lost, pressure-test the plan against unit economics, and leave you with three decisions worth making this quarter.
Business consultancy · EST. 2011
We build businesses that keep their promises
Northmark Advisory is a strategic consultancy for ambitious companies — we clarify direction, rebuild operations and scale with intention, not just speed.
Engagement outcomes
+38%
Halden GroupVerra LabsOstrom & CoBluefin LogisticsKorte WerkeHalden GroupVerra LabsOstrom & CoBluefin LogisticsKorte Werke
Who we areNot advisors.
Not advisors.
Architects.
AMSTERDAM · EST. 2011
We don’t hand you a report and leave — we stay until the foundation holds, the structure stands, and your team leads with confidence, every single day.
2011
40+
9
0
01
Operator mindset
We have built and run real businesses ourselves. We think like owners — risk, payroll and the weight of every decision are familiar ground, not abstractions.
02
Embedded, not adjacent
We do not observe your organization from a meeting room. We work inside your teams, share the accountability, and treat your problems as genuinely our own.
03
Numbers before narratives
Every recommendation arrives with the arithmetic attached. If a plan cannot survive its own unit economics, it does not leave our desk.
04
Built to hand over
The engagement ends when your team runs the new machine without us. Dependence on consultants is a design flaw — we engineer it out from day one.
Services
Six ways in. One standard of proof.
Every engagement is scoped in weeks, owned by named people and measured in the P&L — never in slide count.
4 weeks
6–10 weeks02
Operating model redesign
When the org chart no longer matches how value is created. We redraw roles, decision rights and meeting cadence around the actual work — then run the transition with your leads.
4–6 weeks03
Pricing & unit economics
Most companies price by habit. We rebuild the price architecture from cost and willingness-to-pay upward, test it with real customers, and stage the rollout so revenue never dips.
6–8 weeks04
Go-to-market rebuild
Pipeline is a symptom. We rework segmentation, channel economics and the handoffs between marketing, sales and delivery until the funnel arithmetic closes.
90 days05
Leadership cadence
The company moves at the speed of its meetings. We install a governance rhythm — weekly, monthly, quarterly — where decisions get made once, documented and reviewed against numbers.
3–6 months06
Post-merger integration
The deal was the easy part. We run the first hundred days: one operating model, one price list, one leadership rhythm — before the synergy case quietly evaporates.
Case studies
The work, measured
Three engagements, three different rooms — the same discipline. Names withheld; numbers kept.
+9.4pp
The margin nobody believed was there
- The problem
- Three generations in, revenue was growing and cash was shrinking. Every product line looked profitable on paper; the paper was wrong.
- What we did
- We rebuilt product-level costing from machine time upward, repriced the loss-makers, and retired two lines the family had kept alive out of loyalty.
- Where it landed
- Gross margin recovered within a year, without losing a single key account — and the pricing model is now maintained in-house.
+31%
Repricing the product everyone was scared to touch
- The problem
- Seven years of discount creep had turned the price list into folklore. Sales feared churn; finance feared the status quo more.
- What we did
- We rebuilt the packaging around measured willingness-to-pay, grandfathered the fragile accounts, and armed sales with guardrails instead of approvals.
- Where it landed
- Net revenue retention climbed for four consecutive quarters, and discount approvals dropped to a fifth of their old volume.
+22%
From seventeen opinions to one operating rhythm
- The problem
- Forty stores, three brothers, and every decision escalated to the kitchen table. Growth had stalled under the weight of consensus.
- What we did
- We separated ownership from operations, installed a weekly trading cadence with real scorecards, and gave store managers decision rights with clear limits.
- Where it landed
- Decisions that took a month now take a week, and same-store sales returned to growth after two flat years.
02 / 03
They didn’t present to us. They pulled up a chair and stayed until the numbers moved.
Mareike Dietz — COO, Korte Werke