What we look at
Five capabilities. None of them is a product.
Capabilities are what FiMa uses to solve the problem. They are published so you can see the breadth a diagnosis draws on — and so a two-person firm is not mistaken for a single-discipline supplier.
Start from the symptom
What we examine depends on what is actually wrong.
Nobody buys a lens. Pick the sentence that sounds most like your business, and see which ones a diagnosis would reach for — and why.
Almost always a mix, pricing or cost-to-serve question before it is a sales question. We look at where contribution is actually made, then at whether the market lets you charge differently.
Lenses engaged
- 01Business Economics & Performance
- 02Market, Strategy & Positioning
Five capabilities. None of them is a product.
A capability list sold as services turns a diagnosis-led consultancy into a menu, and a menu invites you to self-diagnose. That is the exact behaviour FiMa exists to prevent. So there are no prices on this page, and nothing on it is individually purchasable.
01
Business Economics & Performance
- What it covers
- Revenue quality and mix; margin and contribution by product, service, customer and segment; pricing and discounting; cost-to-serve; acquisition economics; commercial efficiency; capacity economics; investment allocation; break-even; forecasting; unit economics.
- What it is not
- Not bookkeeping, accounting, tax, audit, statutory reporting, regulated financial advice or investment advice.
We look at contribution by product and by customer. Not as a finance exercise — because it usually explains a commercial decision that has been made on instinct for years.
02
Market, Strategy & Positioning
- What it covers
- Market and competitive reality; segment prioritisation; customer economics and choice; proposition; positioning and differentiation; portfolio and offer architecture; market entry; business-model correction.
- What it is not
- Not brand identity design, naming or visual work. Not large-scale primary market research — that is commissioned from research specialists.
The numbers explain what happened. The market explains what is still available. A segment that looks unprofitable is sometimes priced wrong rather than wrong to serve.
03
Commercial, Sales & Marketing
- What it covers
- Route to market and channel; sales model, process and qualification; commercial proposal and pricing structure; incentives; partnership strategy; marketing strategy, budget logic and measurement; demand generation judged by contribution.
- What it is not
- Not media buying, campaign management, content or creative production, social media management or SEO delivery. Those are specialist crafts, briefed and supervised.
Marketing spend is judged by contribution, not by reach. Where the evidence points to a commercial answer, specialists execute it under our brief.
04
Operating Model & Organisation
- What it covers
- Roles and decision rights; commercial and management cadence; KPI and reporting design; process and capacity; incentive alignment; the organisational implications of a strategic change.
- What it is not
- Not HR services, recruitment, employment law, redundancy process, or software implementation and resale.
When everything runs through the owner, the constraint is structural. A decision about roles and cadence is a performance decision, not an HR one.
05
Execution & Specialist Delivery
- What it covers
- Prioritisation and sequencing; specialist selection; briefing; orchestration across suppliers; quality assurance; performance review against the business case; handover.
- What it is not
- Not a production department, not an agency, not a reseller of specialist hours, and not a freelancer marketplace.
Deciding what gets built, in what order, and holding the standard it is built to — that is the part a business cannot outsource to the people building it.
What “financial” means here, and what it does not
It means using the economics and numbers of a business as strategic evidence. It does not mean bookkeeping, accounting, tax, statutory reporting, audit, regulated financial advice or investment advice. FiMa does not provide any of these, does not hold itself out as qualified to provide them, and works alongside your accountant rather than in place of them.
How execution actually happens
The right expertise, assembled around the problem.
When a decision needs execution, we assemble the right expertise around it — designers, developers, media, CRM, research, sales or financial modelling — from a curated network of independent specialists. They work to our brief and under one direction, measured against the business case that justified the work. You get a single strategic direction rather than five suppliers to coordinate.
We own
- Diagnosis
- Strategic direction
- Business case
- Prioritisation
- Specialist selection
- Briefing
- Orchestration
- Quality assurance
- Performance review
Specialists own
Their craft, executed to a FiMa brief and measured against the business case that justified the work. They are independent, they are not FiMa staff, and their number is not a measure of FiMa’s size.
You receive
One coherent strategic direction — instead of coordinating several disconnected suppliers, each optimising their own discipline and none accountable for the result.
Start with what the evidence says.
Request a consultation45 minutes with a principal. No deck, no pitch. If we’re not the right answer, we’ll say so.