Commercial strategy
Market analysis, business models, pricing and sales planning, for early teams finding their first revenue and established ones reshaping it.
Commercial and growth consultancy
We work with founders and senior teams on partnerships, sponsorship and commercial strategy, across Web3, sport, fintech, healthtech and events. Based in London.
What we do
Market analysis, business models, pricing and sales planning, for early teams finding their first revenue and established ones reshaping it.
Partner strategy, deal structure, negotiation and activation, from exchange listings and protocol ecosystem work to club and brand sponsorships.
Go-to-market planning, campaigns and stakeholder engagement, supported by media relationships across crypto and mainstream press.
Brand systems, websites, applications and internal tools, designed and shipped in-house from first concept to launch.
Hands-on support for founders developing new businesses, the same way we have built and exited our own.
How we work
A straightforward process, adjusted to the scope of each project.
We start with the business, the market and the problem to solve.
We agree scope, priorities and measures, and turn complex propositions into clear commercial value.
We run the work: partnerships, campaigns, websites and products.
We assess the results and decide what should happen next.
The sectors we know from the inside, through client work, partnerships and our own ventures.
Insights
Reach and engagement show that people noticed. Demand depends on a clear proposition, relevant proof and a straightforward route to act.
Web3 products still need a clear purpose, understandable journeys and a reason to return after the first session.
A practical approach to setting objectives, defining the value exchange, planning activation and measuring the commercial effect of a sponsorship.
Products and ventures
A LinkedIn writing tool that drafts on-brand posts, replies and carousels in your own voice.
A follow-up tool for founder-led sales teams that turns call notes into the email, next steps and a clean CRM summary.
Macro stock alerts that turn policy and market news into directional impact on individual stocks.
Football scouting platform · rights sold
Food discovery app · rights sold
Web3 gaming · funding raised, MVP shipped
Language learning · tutors worldwide
Founded 2023
Founder and CEO
Partnerships and commercial development for founders and growth teams.
Kian works with early-stage and growth companies on partner strategy, sponsorship structure, GTM planning and deal negotiation across Web3, sport, fintech, healthtech and events. He builds trusted relationships, works well in ambiguity, and turns complex propositions into clear commercial value.
How we engage
Partnership and commercial work inside growth-oriented organisations, shaped to the stage the business is at.
Ongoing support, agreed month by month.
A focused piece of work with an agreed scope.
Building alongside founders at an early stage.
Contact
Partnership, sponsorship or commercial brief: a short note about the business is enough to start.
kian@fourchimps.co.ukMedia & Growth
Reach and engagement show that people noticed. Demand depends on a clear proposition, relevant proof and a straightforward route to act.
Reach is easy to report because it is visible. Campaign views, site visits and audience growth all show activity, but they do not necessarily show demand. Demand exists when the right person understands the offer, sees its relevance and has a clear route to act.
Start with the next useful action rather than the communication output. A buyer might need to request a conversation, a partner might need to share the proposition internally, or an existing customer might need to use more of the product. Each behaviour requires different information and a different journey.
A broad campaign can attract attention, but the next stage should become more specific. Explain the problem being addressed, who the offer is for and what is included. Avoid making the audience infer the commercial proposition from a general campaign line.
Different decisions need different forms of proof. Early interest may come from a clear point of view. Consideration often requires examples, detail and reassurance. The final decision needs practical information about scope, process, cost or what happens next. Repeating the same message at every stage leaves gaps.
Interest can be lost between marketing and sales. A vague call to action, a generic form or a handover without context can interrupt the journey. Review the proposition, content, response process and follow-up as one system. Each step should help the person make the next decision.
A small number of relevant enquiries may be more useful than a large volume of low-intent traffic. Combine campaign data with the questions prospects ask, the objections they raise and the reasons opportunities progress or stop. This evidence can improve both the offer and how it is presented.
Attention is an input. Building demand requires a clear proposition, appropriate evidence and a practical path from initial interest to a commercial conversation.
Web3 & Technology
Web3 products still need a clear purpose, understandable journeys and a reason to return after the first session.
Web3 products are often explained through their infrastructure. Users, however, usually make decisions based on usefulness, clarity and trust. The technology matters, but the product still needs to solve a recognisable problem and give people a reason to return.
Define what the user is trying to do before describing how the system works. That task might be moving value, proving ownership, accessing a community or finding information. Product language and navigation should support that task rather than requiring users to understand the underlying technology first.
Unfamiliar terminology, irreversible actions and unclear fees add friction. Each one asks the user to make a decision without enough context. Plain language, visible costs and clear confirmation steps make the product easier to assess and use. This is particularly important when money or digital assets are involved.
Onboarding should lead to a completed action, not only an explanation. Decide what a successful first session looks like and work backwards from it. Remove steps that do not help the user reach that point, and provide context at the moment it is needed rather than presenting everything at the start.
Acquisition does not establish a durable product. There needs to be a reason for a second and third visit. That could be new information, continuing utility, activity from other participants or progress towards an outcome. Incentives can support early adoption, but they do not replace ongoing usefulness.
Trust is shaped by the whole experience: the language, support, transaction states, error handling and information shown before a decision. These details affect whether someone is comfortable completing an action and using the product again.
The practical test is straightforward: can a new user understand what the product is for, complete a useful task and see a reason to come back without first becoming an expert in the technology?
Sport & Sponsorship
A practical approach to setting objectives, defining the value exchange, planning activation and measuring the commercial effect of a sponsorship.
Sponsorship is most useful when it is planned as part of the wider commercial strategy. Rights are only one part of the work. The objective, partner fit, activation plan and measurement approach determine whether the sponsorship has a meaningful role in the business.
Define the outcome before discussing properties or packages. The objective might be consideration in a priority market, access to a business community, customer retention or stronger relationships with existing partners. A clear objective helps assess opportunities consistently and prevents the rights package from becoming the strategy.
Audience overlap is useful, but it is not enough on its own. Consider what each organisation can contribute beyond reach. This could include expertise, distribution, credibility, content, access or product utility. The partnership should make sense to both audiences and offer something neither side could produce as effectively alone.
A rights package needs a practical activation plan. Set out how the partnership will appear across channels, events, customer activity, colleague engagement and partner communications. This work should be costed alongside the rights, with clear ownership for delivery. Without it, valuable assets can remain unused.
Measurement should follow the original commercial goal. Awareness measures may be relevant, but they rarely tell the whole story. Depending on the objective, useful measures could include qualified enquiries, partner introductions, customer activity, retention or progress in a target market.
Regular reviews allow both partners to adjust the programme using current evidence. Look at which activity is being used, where audiences respond and whether the partnership is helping the intended commercial behaviour. This is more useful than waiting for a final report after the agreement ends.
A sound sponsorship plan therefore starts with the business objective, defines the contribution of each partner and funds the work required to activate the rights properly.