One decision. Properly examined.
Fund, Fix, or Kill
A strategic pressure test for one high-stakes business decision.
By the time a growth plan starts to feel wrong, it already has a budget, a team, a deadline, and enough momentum to make stopping feel riskier than continuing.
Before you commit more resources or blow up the plan entirely, let’s examine the evidence.
A brief call to discuss the decision and see if it’s a fit.
The expensive assumption
What if the plan itself is the problem?
You can see it in the numbers, feel it in the meetings, and count it in the hours people keep adding to the week.
Once a company commits to a direction, smart people become very good at defending it.
Adding tactics, hiring more people, and spending another quarter trying to make it work.
More investment does not make the original assumption true.
How it works
Bring me the decision.
One live business decision with a deadline, real consequences, and a cost of getting it wrong.
If the answer will not change what you fund, where you focus your people, or whether you spend another quarter pursuing the plan, this is the wrong engagement.
01
Name the decision
We define the exact choice on the table, what is driving it, and what is at stake.
02
Examine the plan
I review the facts, challenge the assumptions, and test the plan against plausible alternatives.
03
Make the call
You get a clear recommendation: fund the plan, fix the plan, or stop feeding it.
The deliverable
The Decision Brief
Not a recording you’ll never watch or a consultant deck you’ll never use — a clear, written recommendation so you can make the clearest decision.
01
The Recommendation
02
The Reasoning & Evidence
03
The Material Risks
04
The Alternatives Considered
05
The Next 2 to 4 actions
About Mariza
I have never been particularly interested in staying in my lane.
For more than 20 years, I have worked in Fortune 50 companies and startups, across institutional finance, sales, marketing, operations, and business growth. That range matters because the problem rarely respects the org chart.
At Divine Saunas, I arrived as a marketing assistant and ended up building the funnel, customer service model, operating systems, and team. We grew from zero to seven figures in about six months. I became a partner and brokered the exit two years later.
I do not automatically prescribe more sales, more hiring, or more effort. I look for the business problem underneath the obvious one, then make a case for what deserves resources and what does not.
A useful place to start
For the decision that demands certainty.
This is built for the founder or CEO of a founder-led B2B company facing one high-stakes decision, with the authority to act on the answer.
- Change the pricing or rethink the offer
- Enter a new market or leave it alone
- Make the hire, restructure, or wait
- Keep funding the plan, fix it, or stop
Three founding engagements
One decision is enough.
Fund, Fix, or Kill is $2,500.
A brief call to discuss the decision and see if it’s a fit.