We work inside companies that are already trading: we set the strategy, negotiate the deals and lead the delivery of projects across retail technology, professional services and real estate assets.
The product
Management software shows you what has already happened. It sorts, adds up and draws charts, and at the end of the month you still have to decide on your own. Consilium does what a seasoned managing director does: it looks at those same figures, understands what they mean together and says what has to be done on Monday.
Written inside it is the way of running a business with which we built our own companies, turned into a committee of artificial intelligence. A managing director and whichever specialists your business needs — marketing, search, market research, sales, after-sales, legal, finance, operations — who do not file eight separate reports: they question each other, correct each other and hand down a single conclusion.
It is fitted onto what you already have. It connects to your invoicing, your point of sale, your advertising and your customer service; it learns how your business works over the first few weeks, and from then on it does not switch off. It runs on Grok technology.
What the committee hands down
Priority for the week: win back the 38 customers left without a reply before spending another euro on acquisition. It costs less, and it is worth more, than bringing new customers to a service that cannot keep up.
A recreation of how the committee works. Neither the figures nor the exchanges in the example belong to any real company.
Invoicing, point of sale, advertising and customer service. Without changing software and without redoing the way you work.
No two businesses are alike: we create the specialists your business needs, with the figures, the deadlines and the limits of your sector.
Every morning, what to do first and why, with the figure in front of you. If something goes wrong it says so that same day, not at the month-end close.
Today it runs the group's companies from the inside. We are opening it to companies outside the group.
The company
Taking a stake is the easy part. What comes afterwards decides whether the project works: running it, advising it and sustaining it month after month with real work, not with a board meeting once a quarter.
We set where the business is heading, what comes first and what gets dropped. We fix the targets and we answer for them.
We design and run the digital advertising: campaigns, creative, analytics and the whole path through to the sale.
We advise on corporate form, group reorganisation and the negotiation of each deal, with whatever specialists it takes.
We oversee accounts, margins and collections with current figures, not with last year's balance sheet.
We work alongside the team day to day: processes, tools, hiring and putting into practice whatever gets decided.
We manage the land and property we hold, and bring it into use.
Digital advertising, design and brand consultancy are delivered under Agent Crown, with whom we work both for the companies we hold and for outside clients.
Opportunities
It is the ground we know: management software, point of sale, payment systems, invoicing and regulatory compliance, automation, and everything a shop or a restaurant uses every day to sell and get paid. We know what works there, what it costs and who to talk to.
Companies already trading, with paying customers and revenue that can be evidenced. Own product, or the right to exploit it. Margins that can take growth.
Capital, yes, but above all what is scarce: customer acquisition we already know how to do, corporate and tax structure properly set up, and directors who are present.
Ideas without a single customer, businesses that depend on tying up stock, and projects that need us physically present every day.
Track record
Chief executive
Twenty years in digital marketing. He began in commercial property brokerage and in e-commerce, until the 2008 crash forced him to rethink entirely how he builds businesses.
Since then he has spent more than a decade running companies in technology for retail, with in-house teams in development, customer service and operations. He has managed more than two million euros of advertising investment, and the projects under his direction exceed twenty million in revenue.
He runs NVA Strategic Group, where he sets the strategy for the whole and decides which projects the company enters.
Contact
Tell us what you do, what you turn over and what you need. With those three things we can tell you within days whether it fits what we are looking for, and we reply either way.