A six-week advisory process for a business decision that is too costly to make on instinct alone.
Founders often make one of two costly mistakes. They keep too much because they built it, or discard too much because starting over feels easier.
Pivot Architecture answers one question: what should you keep?
Separate pressure from facts. Decide if the problem is tactical, strategic or a threat to the business.
Separate what can change from what the business still needs.
Turn the strongest parts into clear ideas about the buyer, problem and result.
Separate facts from assumptions about the problem, market, barriers, timing, path, business model and fit.
Test the assumptions that matter most. Set the pass or fail rule and deadline first.
End with a clear decision. If you proceed, you also get a tested go-to-market brief.
People saying they like an idea is not proof. Stronger proof is action: they already spend money on the problem, ask for pricing, accept terms, pay a deposit, start a paid pilot or buy again.
Set the pass or fail rule before the result arrives. This stops you from changing the rule to protect the idea.
Best for a major change in market, offer, business model, direction or company identity, especially when the current business still has useful assets, skills, relationships, IP, data, reach or reputation.
Not a fit: you only need to improve a known plan, you want someone else to decide for you, or you will not accept evidence that says no.
Six weeks. USD $15,000 for founding clients. Pay 50% to start and 50% at the start of Week 4. We will ask before spending on outside research, recruitment or tests. Ongoing go-to-market work is not included.