Flagship Transformation:
Azami Global
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
• Introduced framework agreements to stabilize revenue and enable investment
• Reallocated budget from sales to customer success to improve retention
• Invested EBITDA into building product capabilities
• Acquired and integrated a renewals solution (2022–2023)
• Built a broader platform including filings, renewals, PRM, and AI-based modules
• Professionalized the organization through executive hiring and structure
• Introduced ownership, KPIs, and operating cadence across the company
Hard Decisions
• 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: ~$15M → ~$25M
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
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.
