Business advisor for B2B sales and company growth

Check their practical experience, not just the theoretical one. Too many courses, certificates and diplomas may indicate that theory outweighs practice.
See whether they have run their own companies and worked with companies similar to yours. Arrange a short conversation. If you immediately hear ready-made answers instead of questions, keep looking. If someone sends a proposal without examining your situation, they are shooting in the dark. If they promise too much and claim everything is simple, that is a warning sign too. A good advisor starts with questions, not solutions.

A business advisor helps company owners diagnose problems and implement changes that lead to real growth. Not a coach and not a motivational trainer. A practitioner who works on the specific data, processes and situations of your company.
In my case that means working on B2B sales, the business model, communicating the value of the offer, strategy and management. The scope depends on what is actually blocking the growth of a given company. Sometimes we start with sales and discover that the problem lies in organization and management. Sometimes the other way round.

Yes. Most of my clients work with me remotely, through regular online meetings. In most cases there is no need for in-person meetings.
Sometimes they are helpful, especially at the beginning of the engagement, to build a better understanding of the company’s context. But it is not a prerequisite. I work with clients from all over Poland and abroad, and the online format works just as well as meeting in person.

Not always, but it helps. An advisor who understands the specifics of your industry will identify problems faster and will not waste time learning the basics.
I specialize in working with B2B companies, in particular technology and service companies: software houses, marketing agencies and IT companies. I know their context, because I have been operating in it myself for nearly two decades. But the patterns I observe repeat in other industries too. What matters most is not whether the advisor knows your industry inside out, but whether they can quickly understand your business model and the specifics of your clients.

Start with an honest diagnosis. A company usually stands still for one of three reasons: sales are chaotic and based on chance, the offer is not communicated well, or the owner is the bottleneck and everything goes through them.
The worst thing you can do is add more activity to a system that does not work. More ads, more salespeople, more channels. Before you add anything, you have to understand what is not working and why. Sometimes one meeting with someone from outside is enough to see things that are invisible from the inside.

Profitability does not improve by cutting costs. It improves through better pricing, better clients and better use of the resources you already have.
In practice this means three things. First, check whether you are selling too cheaply because you cannot communicate the value of what you do. Second, check whether you are serving clients who cost you more than you earn. Third, check whether your processes generate waste: repeated work, unnecessary meetings, unclear responsibilities. Often a change in one of these three areas is enough for profitability to rise significantly.

Chaos is most often the result of a lack of processes, clear roles and priorities. In a small company this is not about creating bureaucracy. It is about clarity: who is responsible for what, what the repeatable client service process looks like, how we make decisions.
Start with one thing, not everything at once. Choose the area that hurts most (usually it is sales) and arrange it from start to finish. Once one process works, the rest starts to fall into place almost by itself, because people see what it should look like.

Most often the problem lies not in revenue, but in how the company generates value. A poor business model, badly priced services, an offer that is too broad, no repeatability in delivering solutions.
Everything starts with analysis: what you sell, to whom, for how much, how much it costs you and how much is left. It sounds simple, but a surprising number of company owners do not know these numbers precisely enough. Until you know where you are losing money, you cannot stop losing it.

It depends on the form of cooperation. Regular advisory work in monthly cycles is usually a few thousand zlotys. Larger strategic projects can cost more.
I do not tie clients into long-term contracts. We start with a free consultation, after which you know whether you want to go further. If so, you start with a small step and see whether it makes sense before you invest more. A good advisor is an investment, not a cost.

Above all, in the people you will be working with. While techniques and tools may be similar, the difference is whether you work with someone who has real entrepreneurial experience, or who knows growth challenges only from the training room or from being a manager in a larger organization. Growing a company usually requires broad, practical entrepreneurial experience, from understanding the value proposition, through strategy, to operations and the dependencies between them. Narrow technical knowledge from one area (such as finance or law) is not enough.

At TechMine I work directly with the owners of B2B companies. I do not send in a team, I do not produce reports by the kilo. I sit down with the client, we take the company apart, look for what is not working and implement changes together. This is practical advisory, not theoretical. The difference is that after the engagement what remains is an implemented process, not a document.

Ask about their entrepreneurial experience. What companies they have run, what the biggest challenges they faced were. What their successes and failures were. Ask about the biggest recurring problems they observe when working with other entrepreneurs.

I am a practitioner. I have run many ventures of my own and taken part in the growth of dozens of client companies.