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We do not sell strategies. We sell realized growth, and we are measured by the same yardstick used to evaluate the Management Board.
Constant change and exponential technological progress require a new approach to formulating and executing growth strategies. Today, competitive advantage is built on integration and the full utilization of the potential of people, organizations, and the market.
Why it's worth it
Unlock the full potential of the market, your organization, and your people.
The plan calls for doubling the business within five years. Two years in, you quietly adjust expectations with the Board. Revenue is growing, yet EBITDA remains stagnant because each point of growth comes at an increasingly high cost. Sales blames the price; Marketing blames the product; Product blames the market.
The root cause is usually structural. Commercial functions—sales, marketing, product, and innovation—operate side-by-side rather than in unison; they lack a shared strategy or a unified definition of value. Each optimizes its own area, yet no one takes responsibility for the whole.
The consequences are evident in the company’s offering. The firm continues to sell what it always has, relying on price to defend its position. Yet today, customer value is generated across the entire value chain: through product-related services, after-sales support and secondary markets, subscription models, partnerships and ecosystems, new outreach channels, and—ultimately—the insights provided by data, technology, and AI. These are the true drivers of revenue and margins. Most organizations do not even have them on their radar.
Create growth by integrating activities across the entire value chain. Unlock the potential for synergy that your company’s silos have previously failed to see.
For whom
Business growth. Margin improvement. Diversification.
You want to double your business in 3–5 years
You want to double your business in 3–5 years
The goal is ambitious, and everyone has signed up for it. Yet the company is operating at the same pace as a year ago, while the plan calls for a speed it has never achieved before. No one has openly stated that, given the current way of working, this goal is unrealistic. Doubling the business requires venturing into unfamiliar territory and securing the Board’s agreement that some things will be done for the very first time.
You are losing market share and defending margins
You are losing market share and defending margins
A competitor cuts prices, and you follow suit. Each business line defends its own bottom line, so no one defends the company’s overall results. Discounts are handed out at the sales rep level, while profitability is only checked at the end of the quarter—when it’s already too late. You know there is more margin to be captured from those same clients; you just lack the ability to go after it as a unified organization. Silos are driving up costs.
You need to build a second pillar for your business
You need to build a second pillar for your business
Your core business is stable, but a ceiling is visible on the horizon. Technology is waiting to be put to use, yet no one knows how to "monetize" it. There are over a dozen ideas on the table for new services and revenue models—each proposed by a different division, yet none have been financially modeled. You face a dual risk: either you scatter your capital across all of them, or you pursue none—leaving the market to make the decision for you in three years' time.
Selected projects
Diagnosis. Strategy. Execution. Results.
From a sound diagnosis of the situation and transformation processes co-designed with clients, to tangible results.
We did not provide off-the-shelf solutions. Every situation was unique. What appeared to be the cause of challenges or a barrier to growth often turned out not to be the case. In every project, we helped uncover the true drivers of business growth and the accelerators for organizational and personal development.
In some cases, we assisted with diagnosis and strategic planning. For some projects, we engaged hundreds of people in strategy implementation, sharing responsibility for the results. We are open to a partial success fee tied to measurable goals.
What can we do for you
Commercial strategy. Growth acceleration. Growth efficiency.
We’ll tell you where you’re really losing money and where opportunities lay
We’ll tell you where you’re really losing money and where opportunities lay
We break down growth by source and calculate its true cost—per segment, channel, customer, and salesperson. It often turns out that the part of the business considered the best is actually a drain on profits, and pricing decisions are made where no one sees the full picture. You receive a margin map and a proposal for the decisions to be made.
We will establish a single strategy that the entire organization will get behind
We will establish a single strategy that the entire organization will get behind
We select the levers for growth and discard the rest, because strategy is primarily a list of things you don’t do. Then, we build a commercial structure around it: who decides what, who is accountable for what, and how sales, marketing, product, and innovation should collaborate. Without this, even the best strategy remains just words on paper.
We will see the change through to the end and be held accountable for it
We will see the change through to the end and be held accountable for it
We can commit to a nine-month execution phase, as that is when everything will be decided. We will launch revenue-generating initiatives, begin collaborating with cross-functional teams in 90-day cycles, and report to the Management Board each month on how much of the promised value has actually flowed into the P&L.
If we fail to deliver something, we are the first to say so.
How we deliver value
Commercial assessment. Strategic roadmap. Execution acceleration.
At every stage, we specify exactly what we will deliver—not just recommendations, but actual deliverables that the Management Board can use to make a decision.
Helicopter view
Helicopter view
3 weeks
3 weeks
Assessment of growth efficiency, organizational maturity, and untapped market potential.
Assessment of growth efficiency, organizational maturity, and untapped market potential.
Margin map: P&L by segment, channel, and customer group
Commercial Efficiency Scorecard with sector benchmarking
Value Pool Map and Profit Pools: total market value vs. your share
Growth Hypothesis: 3–5 growth hypotheses with their impact on EBIT
Five strategic decisions for the Management Board, with timelines; decision impact map for the organization.
Solid strategy
Solid strategy
3 months
3 months
Integrated commercial, organizational, technological, and cultural growth roadmap
Integrated commercial, organizational, technological, and cultural growth roadmap
Growth waterfall: from current EBIT to the 3-year target, initiative by initiative
Growth platforms and initiative portfolio, including business cases, owners, and timelines
GTM Blueprint: segments, value proposition, channels, and pricing model
Commercial Operating Model: structure, decision-making, and KPI tree
Gap analysis (skills, culture, technology, and structure) and a plan to close the gaps
Successful implementation
Successful implementation
9 months
9 months
Accelerating execution, transforming leadership, and embedding a new commercial culture.
Accelerating execution, transforming leadership, and embedding a new commercial culture.
Value Cockpit: monthly reconciliation of promised vs. realized value
Go-to-market playbooks: pricing, cross-selling, and sales
Management cadence: MBRs and QBRs with clearly defined decision-making roles
Autonomous cross-functional teams working in 90-day cycles
Handover pack: We exit, leaving behind a fully functional organization
We are transparent with the client regarding the Value Cockpit. If we promised 29 million and delivered 34, we show both figures. Consulting firms sell slides; we sell accountability for our promises.
The Why Method™
Sense of purpose. Market empathy. Trust.
We have been developing this method for 18 years while working with management boards and commercial teams. It stems from a simple observation: growth strategies do not fail due to analysis, but because of people who do not understand why they should do things differently than before.
The method operates across five layers. We begin with a shared sense of purpose and objective: without answering the question of 'The Why' behind our growth strategy, an ambitious plan remains the management board’s plan rather than the company’s. The second layer is market empathy—making decisions based on what the customer actually does and pays for, rather than on our assumptions about them.
The third is openness: the willingness to question one’s own offering and admit that certain parts of the business are no longer viable. The fourth is trust; without it, breaking down silos is impossible, as integrating commercial functions always entails someone relinquishing a measure of control. The fifth is respect in interactions—without which it is difficult to foster genuine employee engagement.
In practice, this means we conduct analysis and workshops together rather than separately. The numbers open the conversation, and the method ensures it concludes with a decision the team truly buys into.
Who will help you grow
Growth strategy facilitators. Experienced CXO-level leaders.
Tomasz Mnich
Tomasz Mnich
Founder of Profound Vision
Designing integrated commercial, digital, data, and AI strategies. Building a commercial culture and openness to change, and facilitating strategic business development planning.
25 years of global experience. Work with 50 executive boards. Company sizes ranging from 50 employees to $10 billion in revenue.
Agnieszka Gilewska
Agnieszka Gilewska
Co-Founder of Commercial 5.0
Assessing commercial organization effectiveness and accelerating revenue growth. Developing go-to-market strategies, unlocking synergies, and integrating business units and commercial functions.
20 years of experience in commercial management. A track record of driving growth in the e-commerce market.
Profound Vision is a member of the European Commission's Industry 5.0 Community of Practice.
This enables us to continuously develop and actively participate in discussions regarding industrial development trends. However, the services presented are provided independently; they are not sponsored, endorsed, or authorized by the European Commission.
Start with a single decision, not a transformation
You buy as much as you need. You pay for a specific artifact.
You don’t have to commit to the full cycle. You can start with the three-week "Helicopter View" and stop there if that’s all you need. You can order just the margin map or the GTM Blueprint. You can also engage us for a specific execution period if you already have a strategy in place and need someone to drive it to results.
We price and bill for each element separately. It is entirely up to you how far we go together.
To get started, we will formulate a growth hypothesis for your company and present it to you during a 30-minute meeting—free of charge. If the hypothesis hits the mark, we’ll discuss the next steps. If not, you’ll walk away with an honest, objective perspective.
Schedule a call.
Tomasz Mnich i Agnieszka Gilewska
+48 793 698 286 | +48 795 596 739
Świat | Europa | Polska
tomasz.mnich@whyprofoundvision.com
THE WHY@STORM by KAMIŃSKI & MNICH
Also prepare your teams for the future and growth strategies
A unique development program for management teams, commercial teams, and top leaders
Our approach to working with teams is grounded in 25 years of personal experience—spanning corporate management, the transformation of team performance, and team-building under extreme physical conditions during expeditions—and is further supported by the joint work regularly conducted by the team of Tomasz Mnich and Marek Kamiński.
We address three dimensions of team performance: the team’s business and organizational ecosystem, its internal dynamics and quality of collaboration, and the personal motivation and resilience of its members.
We assess and plan leader development across six performance aspects: market empathy and data utilization, strategic focus, shared leadership and internal potential, mental resilience, and breakthrough flexibility.
Open/download the program brochure and two executive reports
Mnich, Kamiński & The Why@Storm - Executive Teams' Readiness for Growth.pdfLeadership | Team Development
Leadership | Team Development
Team readiness for the future and for business growth strategies
Team readiness for the future and for business growth strategies
A program based on experiencing personal change and team dynamics in real time.
It combines "The Why Method"—a unique approach developed over 18 years—with the "Storm" method, created during extreme expeditions.
Profound future of global business and operating models by Tomasz Mnich.pdfExecutive Report | 2025
Executive Report | 2025
The future of business and operating models in the age of AI
The future of business and operating models in the age of AI
Insights from over 92 top leaders from around the world. Strategic insights into markets and sectors.
Retail, e-commerce, manufacturing, pharmaceutical, FMCG, energy, technology, and services sectors.
Mnich, Kamiński & The Why - Profound Vision Report on Authenticity, Empathy, and Resilience.pdfExecutive Report | 2026 Authenticity, resilience, and robustness in the corporate and business world
Executive Report | 2026 Authenticity, resilience, and robustness in the corporate and business world
Interviews with over 52 leaders and a self-assessment tool for team readiness regarding growth strategies.
The layers of The Why Method—ranging from a shared sense of meaning and purpose and market empathy to openness, trust, and respect.
Executive research – Third edition
Our advisory work and team and leadership development programs are underpinned by ongoing research and interviews. In total, we have conducted 155 interviews with top leaders from around the world. We sought to understand the future of business models, operating models, and leadership in the age of AI, digitalization, and robotization. The second edition focused on authenticity and resilience in business, while the third edition centers on the search for meaning behind growth strategies and the people driving them.
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