§01Independent advisor · Product and digital business
I step in before an expensive digital decision becomes months of work in the wrong direction.
§02When the real cost is not deciding. It is deciding too late.
When the real cost is not deciding. It is deciding too late.
A team can stay busy, deliver the roadmap and still solve the wrong problem. I step in when activity must be separated from impact, internal interest from business priority, and conviction from evidence.
§03When it makes sense to bring me in
When it makes sense to bring me in
- 01Before committing a significant digital investment.
- 02When the team delivers but the impact does not show up.
- 03When Product, Growth and leadership describe different problems.
- 04When the roadmap is full but no one knows what moves the business.
- 05When the CEO suspects the team is solving the wrong problem.
- 06Before a redesign, migration or new platform.
- 07When you need to decide what to stop, rethink or prioritise.
- 08Before or after an investment or due diligence.
§04Two ways to work together
Two ways to work together
01Strategic intervention
An independent review around an important digital decision. I test the problem, the beliefs behind the investment and the active priorities so leadership can decide with greater clarity and less risk.
Strategic interventions typically range from €20,000 to €30,000, depending on the decision and context.
02Private advisory
A six-month relationship for CEOs, founders, CPOs or leadership teams who want an independent view on recurring decisions. It is not unlimited support, a block of hours, execution or a fractional CPO role. You work directly with me.
Advisory relationships run for six months and start at €36,000.
§05Decisions that changed the outcome
Decisions that changed the outcome
01 · B2C ecommerceDigital sales were not responding to commercial effort.
- Situation
- Digital sales were not responding to commercial effort.
- What others missed
- The issue was not more traffic, but friction and choices across the buying journey.
- Decision
- Prioritise the funnel before increasing acquisition.
- Business impact
- Conversion +196%; online sales grew from 30% to 65% of total sales.
02 · Ecommerce · €40mAn established business wanted more digital growth.
- Situation
- An established business wanted more digital growth.
- What others missed
- The primary constraint was conversion, not demand volume.
- Decision
- Concentrate investment where impact could be measured.
- Business impact
- Conversion +30%.
03 · Travel · BookingsThe full funnel lost too much demand between intent and booking.
- Situation
- The full funnel lost too much demand between intent and booking.
- What others missed
- Local decisions at each stage obscured the system-wide issue.
- Decision
- Reorder priorities around the entire journey.
- Business impact
- Conversion +39%.
04 · SubscriptionAcquisition grew, but profitability did not keep pace.
- Situation
- Acquisition grew, but profitability did not keep pace.
- What others missed
- Proposition, conversion and customer value were being treated separately.
- Decision
- Frame the decision as a business system, not a tactical test.
- Business impact
- Conversion rose from 0.7% to 2.1%; revenue ×2.
§06Judgement that is never delegated
Judgement that is never delegated
I’m Oriol Ibars. For 25 years I have worked across product, UX, CRO, ecommerce, subscription, banking and digital business. I have contributed to more than 250 projects and 180 digital products. I do not sell hours or delegate judgement: if we work together, you work directly with me.
25years / anys / años
250+projects / projectes / proyectos
180+digital products
×2subscription revenue
No agencyNo executionNo framework theatreAn independent point of view
§07Let’s talk
What decision is on your table?
An initial conversation is for understanding the decision, the cost of getting it wrong and whether it makes sense to bring me in.
Discuss the decision →