Flagship Transformation:
Azami Global
Founcerled --> Professionally managed | Service-based → Product-led platform ~50% → ~80% retention | ~$13M → ~$27M revenue
Opening
When I joined Azami in 2021, the company had strong early commercial success — but the model underneath was becoming fragile.
Growth had been driven by a transactional, sales-led approach. Retention was around 50%, new-logo momentum was slowing, and the company’s core segment had limited room to expand.
The business looked healthy on the surface — but structurally, it was not built to scale.
The Shift
The transformation required changing both the business model and the company behind it.
We first stabilized the core by introducing framework agreements in 2022, creating predictable revenue and deeper customer commitments.
In parallel, we redirected resources from sales into customer success and product, built new capabilities for larger law firms, and expanded the company into a broader multi-module platform.
What I Did
Stabilization
• Introduced framework agreements
• Reallocated budget from sales to customer success
Product & Platform
• Invested EBITDA into product capabilities
• Acquired and integrated Renewals solution
• Built multi-module platform
Organization
• Professionalized through executive hiring
• Introduced ownership, KPIs, and operating cadence
Hard Decisions
This transformation required decisions that were financially and culturally difficult:
• Redirected capital from short-term profit to long-term product investment
• Reduced dependence on sales growth before fixing retention
• Hired and empowered executives into a founder-shaped organization
• Accepted cultural friction and employee churn during the transition
• Pushed strategic direction despite uneven founder-board alignment
• Continued product investment after an initial failed launch (PRM)
Outcomes
Revenue
~$13M → ~$27M
Retention
~50% → ~80% (strategic accounts >90%)
Recurring revenue
~80% of total
Platform
Multi-module international IP platform (iPeer OS)
Market
Expanded from narrow segment into broader TAM
Unit Economics
Ops Cost / Revenue: 4.9% --> 3.2% | NL FTE Rev: $1.7M --> $3.4M | Delivery HC: 50% Reduction
Context
This transformation was executed in a constrained environment:
• Bootstrapped company — no external capital
• Investment funded from operating profits
• Market maturing with increasing competition
• AI disruption affecting core economics
• Founder-led governance with differing levels of alignment
The challenge was not just growth — it was rebuilding the system under pressure.
This is the type of transformation I focus on:
Not just growing companies — but making them structurally capable of scaling.
Let’s Work Together
Get in touch so we can start working together.
