There is a decision on the table. Nobody in the room has made one before.

The channel that used to bring customers stopped bringing them, and nobody can say whether the problem is the channel, the price or the page. The brand was made when the company was something else. Everyone says to use AI, and nobody says where it would pay for itself.

Decisions like these tend to wait until they are urgent. Then they get made quickly, with whatever is at hand.

• →Growth. Where customers come from today, what each one costs, and which channel can take more money without the math getting worse.
• →Brand. What the company says it is, what the market hears, and where the two stopped matching.
• →AI. Where it would solve something in your operation, where it would not, and what has to be in place first.

This is not training and not a talk. It is reading your numbers, your tools and your market, and answering the question that is holding the decision up.

A company of 5 people or 500, anywhere: what changes is the question, not the work.

First what has to be decided: by when, who decides alongside you, and what has already been tried. Then the data — whatever exists, even if it lives in a spreadsheet only one person opens.

Then the work: what the numbers say, what the market is doing, and which part of that changes the decision on the table.

The consulting ends in writing: what was looked at, what the numbers say, what the recommendation is, and where to start. Written for you to take to whoever decides with you, not for someone to translate afterwards.

The document is yours, and it works the same if someone else is the one who carries it out.

If the decision calls for software afterwards, that is separate work — with a written scope and a fixed price, like the rest of what we build.

What the decision is, what has already been tried, and what number you have today. That is enough for a first answer.

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hello@30labs.com.br

Taking on work · 2026