A strategy workshop for crypto companies. Run by a founder-CEO with seven exits.
Five days with your team. Four weeks of evidence. A roadmap they’ll defend.
In five days it did what would normally take months.
Josh ran an intensive, week-long strategic workshop with the entire team, in person. It was the highest-leverage week in Umbra’s history. In five days it did what would normally take months. It rebuilt how we think about our product, our architecture, our growth and our roadmap, and it gave us the executable plan to build v2 and ensure its successful launch.
Run by an operator.
Most recently I was CEO of Houdini Swap and built it into the market leader in compliant private crypto swaps. $2.5B in volume across 119 chains, 1M+ swaps, operating margins doubled, and it was acquired for $18M by Nasdaq listed SOL Strategies in 2026.
Prior to that, twenty-three years as a CEO of high growth technology companies, mostly zero to ten. Three stock exchange listings and seven exits. Three as founder and CEO, two as CEO, and two as advisor. At Freelancer I was a founding shareholder and advisor from the seed round to its 2013 ASX listing, which hit A$1B on debut.
I ran the week in my own companies for over a decade, and it was the source of their results. I lead the discovery and I run the week. The judgement you are buying is mine. Telling you what to do though is worth less than what your team decides. I have taken enough advice as a chief executive to know that.
Crypto and blockchain companies at the two hardest stages, zero to one and one to ten. A DEX or a swap aggregator, a lending protocol or a stablecoin issuer, an on-ramp or a payments business, a rollup or an oracle, a custody business, a DePIN network.
You have built something that works and you have real users. Growth is the problem. It comes in bursts that don’t build on each other, your funnel leaks somewhere nobody has pinned down, and the fixes you have tried haven’t moved the number.
If you have a token, its price is a symptom of that and not a problem of its own. Grow faster and the market will reprice it. Where the token fits →
Stalled growth always has a cause. What your leadership team believes. What your systems say. What your users and your market do. The cause sits in the gaps between them.
Your team says TVL and volume. The chain says how much TVL walks the week emissions stop, and how much volume was bought. Your users say it in private, or say nothing at all, and the market says it in the competitor they left you for.
From inside you cannot see the gap because you are standing in it. It is also unlikely to be where your expertise is strongest, the part of the business you know best. If it were there you would probably have found it.
I have never run a discovery where the three layers agreed. What differs between companies is where the disconnect sits, and how expensive it has become.
Discovery starts four weeks out. It ends with a picture of your business that nobody inside it holds. No comfortable stories and no vanity metrics.
We read your systems against what your team believes, and dissect your competitors. What they ship, who they sell to, and where they are beating you.
User research finds out what people actually use you for. Your active users and your power users, and the ones who tried you and churned, and the ones who signed up and never started. Those last two know things satisfied users cannot tell you.
That is the floor. There is usually more. There is never less.
Discovery is work an outsider does better. The solutions are not. Only your leadership team can make those decisions.
This is not an offsite where someone tells you what you read in a book. Most of the week is your team at work, not listening. They work the evidence and reach the answers, which exist in the collision between what each of you separately knows. It’s what the week is built for.
The decisions have to be made by the people who will deliver them, with the evidence in front of them. It’s why the conclusions survive contact with Monday. A decision your team owns is a decision they will defend. One handed to them dies quietly within weeks.
One week. You leave with a strategy your team built and a roadmap to execute it. Decisions taken, not recommendations to consider.
Clearly defined and checked against what your metrics, your customers and your market actually say, with your leadership team aligned behind it. The three layers back in line.
Properly defined, and built for what they actually come to you for. Where the architecture is the product, it gets tested against what discovery found.
What you do next and in what order, the decisions behind it and why, and the guardrails that keep it on track.
Where growth actually comes from today, what makes it compound, and what has to replace it when that stops being enough.
An honest judgement on whether it can deliver the strategy, and who or what is missing.
The data, the analysis of it, and the direction the evidence points to. It’s what your strategy gets built on and how you justify it months later.
An hour with your leadership team, at no cost.
Dates locked and your team booked in.
Four weeks of it. Your team, your systems, your customers and your market. The week is built around what it finds.
Five intensive days. Your whole leadership team working the solutions and making the decisions.
A month of support. One week straight after, then check-ins at two weeks and four.
The week can run in person, at our workspace in Phuket, Thailand and is what I recommend. Attention is far easier to hold in a room, and alignment builds faster as well. The week also runs remotely. The same discovery, the same exercises, the same outputs, and the days shaped to protect attention. Where travel is what stands between you and the week, take the remote option.
Your growth is a solvable problem. It starts with a conversation.