Strategic intervention
An independent view around an important digital decision. I come in, get the context I need and test the problem, the investment and the active priorities.
We’ll talk it through. We’ll size it.
§01Independent advisor · Product and digital business
I step in before an expensive digital decision becomes months of work in the wrong direction.
Independent judgement for CEOs and leadership teams deciding what deserves more money, more people —and what should stop.
25 years · Independent view · Judgement never delegated§02The problem is not always execution. Sometimes it is continuing.
The problem is not always execution. Sometimes it is continuing.
A team can stay busy, deliver the roadmap and still solve the wrong problem. I do not build the roadmap. I help decide whether it deserves to exist.
§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.
§04How I work
I come in. I analyse and prioritise. Then I leave.
I speak to the people with something useful to say, look at the data that matters and challenge the decisions. I do not build a team around the problem or turn one decision into six months of consulting.
Once it is clear what stays, what stops and what needs deciding, I leave. Your team already knows how to execute.
§05Two ways to work together
Two ways to work together
Private advisory
A six-month relationship for recurring decisions. It is not unlimited support, a block of hours, execution or a fractional CPO role. You work directly with me.
We’ll talk it through. We’ll size it.
§06A few decisions I have been involved in
A few decisions I have been involved in
- What it looked like
- The business was growing; nothing looked urgent.
- What was really happening
- Growth was masking a weak customer relationship and a future churn problem.
- The decision
- Build a loyalty-focused app before the urgency became obvious.
- The outcome
- Retention moved to the centre of the product decision.
- What it looked like
- The team needed to deliver every initiative faster.
- What was really happening
- Capacity was not the issue: too much activity was competing without a shared view of the business.
- The decision
- Cut the roadmap and align Product, Growth and leadership around one priority.
- The outcome
- Fewer initiatives. A clearer view of what should move the business.
- What it looked like
- More traffic was needed to drive more sales.
- What was really happening
- Demand was already there; the buying journey was leaving money on the table.
- The decision
- Fix the buying decision before increasing acquisition.
- The outcome
- Conversion +196%; online sales grew from 30% to 65%.
§07Judgement that is never delegated
Judgement that is never delegated
I’m Oriol Ibars. For 25 years I have worked where business ambition, product decisions and actual customer behaviour meet. I do not sell hours. Or meetings. If we work together, you work directly with me.
25years making decisions with numbers on the table
250+projects
180+digital products
§08I am not always the right fit.
I am not always the right fit.
Not if you need execution, extra hands, an agency or someone who stays indefinitely. Nor if you only want validation for a decision already made, or a report that makes it politically presentable.
I step in while there is still something important to decide.
§09Let’s talk
What decision is on your table?
An initial conversation is for understanding what is at stake, the cost of getting it wrong and whether it makes sense to bring me in.
Discuss the decision →