Patrick Antoine

Diagnostic

Work

About

Start a Diagnostic

Start a Diagnostic

Engineer. Operator. Executive. 15+ Years.

Most companies know what happened. The hard part is figuring out why.

Most companies know what happened. The hard part is figuring out why.

Most companies know what happened. The hard part is figuring out why.

Revenue dropped. Growth stalled. Retention weakened. Conversion fell. Costs rose. Your team can already tell you that. I’ve spent 15+ years as an engineer, producer, product executive, and operator finding out why — across founder-led startups and major global consumer products — then helping build and run the fix.

Revenue dropped. Growth stalled. Retention weakened. Conversion fell. Costs rose. Your team can already tell you that. I’ve spent 15+ years as an engineer, producer, product executive, and operator finding out why — across founder-led startups and major global consumer products — then helping build and run the fix.

Not just the diagnosis. The decision it points to. And the system to act on it.

Not just the diagnosis. The decision it points to. And the system to act on it.

Not just the diagnosis. The decision it points to. And the system to act on it.

Start a Diagnostic

Start a Diagnostic

Case Note

Q:

Why did conversion drop in March?

Why did conversion drop in March?

Wrong answer

The new pricing page underperformed.

Right answer

Tutor availability collapsed two weeks earlier — pricing was never the cause.

Tutor availability collapsed two weeks earlier — pricing was never the cause.

Who This Is For

Who This Is For

This is for companies where the disagreement itself is the problem.

This is for companies where the disagreement itself is the problem.

This is for companies where the disagreement itself is the problem.

Growth has stalled and nobody agrees why.

Revenue is flat despite new initiatives.

Leadership has competing theories about the cause.

Roadmaps are driven by opinions instead of evidence.

KPI ownership is unclear across the team.

Teams are busy, but outcomes aren’t improving.

The company knows something is wrong but can’t isolate it.

Three people, three different explanations — and no way to settle it.

How The Work Actually Moves

How The Work Actually Moves

The work moves from theory to evidence to decision to operating change.

The work moves from theory to evidence to decision to operating change.

The work moves from theory to evidence to decision to operating change.

01

Diagnose

Pressure-test every theory your team already has against the actual data.

02

Decide

Turn the confirmed cause into one clear, defensible call.

03

Build

Stand up the strategy, data, and operating changes required.

04

Operate

Run the new system until it no longer needs me in the room.

The Problem

The Problem

Most teams already have enough dashboards.

Most teams already have enough dashboards.

Most teams already have enough dashboards.

What they don’t have is an answer to why the number moved. They fix the dashboard, the headline, or whoever is in the room instead of fixing the cause.

What everyone already knows

Revenue dropped. Conversion is down. Retention weakened. The roadmap keeps slipping.

What nobody has confirmed

Which cause actually moved the number. Whether the team is fixing the cause or the symptom. What decision the evidence supports. What happens if the current theory is wrong.

What I Investigate

What I Investigate

Every symptom is treated as a trailhead, not a conclusion.

Every symptom is treated as a trailhead, not a conclusion.

Every symptom is treated as a trailhead, not a conclusion.

Growth has stalled

Find the constraint behind the plateau instead of adding another initiative.

No clear roadmap

Separate evidence-backed priorities from attractive but unproven work.

Messy or missing analytics

Build the evidence system required to answer the actual question.

Retention is weakening

Trace churn to the product, cohort, expectation, or operating cause.

Monetization underperforms

Identify whether pricing, packaging, demand, or supply is the real limiter.

Margin is shrinking

Find where economics changed before cutting what still works.

Lots of meetings, few decisions

Expose the missing evidence, owner, or decision rule slowing the system.

No one owns the KPI

Clarify the mechanism, accountable owner, and operating cadence.

What Actually Changes

What Actually Changes

The investigation is the mechanism. The outcome is a business that performs better.

The investigation is the mechanism. The outcome is a business that performs better.

The investigation is the mechanism. The outcome is a business that performs better.

Growth restored

Growth restored

Decision velocity

Decision velocity

Roadmap clarity

Roadmap clarity

Accountability

Accountability

The Bottleneck Diagnostic

Revenue isn’t the problem. The cause is.

Revenue isn’t the problem. The cause is.

Revenue isn’t the problem. The cause is.

A focused investigation into the one thing actually limiting your business right now. I go into the data myself, test the leading theories, rule most of them out, and tell you — with evidence — what’s really happening and what to do about it.

A focused investigation into the one thing actually limiting your business right now. I go into the data myself, test the leading theories, rule most of them out, and tell you — with evidence — what’s really happening and what to do about it.

Start a Diagnostic

Start a Diagnostic

Typically

2–3 weeks

2–3 weeks

Engagements typically start at

$15,000

$15,000

Deliverables

Confirmed root cause · KPI review · Opportunity map · Operating recommendations · 90-day action plan

Ongoing Engagements

After diagnosis, I can remain involved to help execute the fix.

Fractional Strategy Operator · Transformation Partner · Fractional Product / Strategy / Operations Executive

Strategic Advisory Relationships

Some relationships outlast the diagnostic.

Strategic advisor · Fractional executive · Board observer · Formal advisory role

About Patrick

I’ve spent 15+ years moving up through every level of the problem.

I’ve spent 15+ years moving up through every level of the problem.

I’ve spent 15+ years moving up through every level of the problem.

Software engineer. Producer. Product leader. Executive. Operator. Product leadership. Analytics. Strategy. Operations. P&L ownership. Startup experience.

Core Philosophy

Use data to reveal truth, not support bias. Keep drilling until you find the actual cause. Make decisions from evidence, not hunches. If the data doesn’t exist, build the system to get it. Translate executive asks into business outcomes.

Selected Results

Selected Results

The work shows up in the numbers — but the lever is always the cause.

The work shows up in the numbers — but the lever is always the cause.

The work shows up in the numbers — but the lever is always the cause.

+25%

Increased revenue per active user through product strategy and execution.

Conversion & Growth

Diagnosed the acquisition and sales funnel, identified the highest-leverage constraints, and redesigned the operating model — materially improving conversion.

+20%

Improved revenue through structured experimentation and data-driven optimization.

Retention & Lifecycle

Built an end-to-end lifecycle diagnostic that revealed intervention was happening too late — shifting the strategy toward habit formation and early disengagement.

What I’ve Done

What I’ve Done

15+ years moving up through every level of the problem — from startup to global scale. I’ve led products ranging from founder-led startups to global consumer products with millions of users. I’ve owned P&Ls, built teams, led strategy, analytics, growth, and operations.

15+ years moving up through every level of the problem — from startup to global scale. I’ve led products ranging from founder-led startups to global consumer products with millions of users. I’ve owned P&Ls, built teams, led strategy, analytics, growth, and operations.

Scopely

Jam City

Nickelodeon

Nao Now

If three people on your team have three different explanations, you don’t have a strategy problem. You have a diagnosis problem.

If three people on your team have three different explanations, you don’t have a strategy problem. You have a diagnosis problem.

If three people on your team have three different explanations, you don’t have a strategy problem. You have a diagnosis problem.

I’ll find the real cause, make the right decision obvious, and — if needed — help build and run the fix.

I’ll find the real cause, make the right decision obvious, and — if needed — help build and run the fix.

I’ll find the real cause, make the right decision obvious, and — if needed — help build and run the fix.

Start a Diagnostic

Start a Diagnostic