About Markides Advisory

Calm, practical, and focused on progress.

I've worked in enterprise, in startups, and as an advisor. I've helped solve complex enterprise problems, answer simple startup questions, and build, hire, mentor, and train teams. That mix of work has given me the ability to move cleanly between different business functions and different types of businesses, diagnose problems quickly and clearly, and stay grounded in what is realistic for a resource-constrained team. Today, that background shows up in how I work with founders: calm, practical, and focused on helping you make better decisions and turn them into progress.

Why I started this firm

The same pattern, over and over.

I started Markides Advisory because I kept seeing the same pattern in founder-led firms: strong craft, strong delivery, and a founder who is quietly overworking to compensate for systems that have not caught up. The founder often has a hand in everything, from key decisions to execution to customer-facing responsibility. On the surface, the business may look like it is functioning well, but it is often not sustainable over the long term and not very scalable in the shorter term. I built this firm to help founders turn that kind of hidden strain into clearer decisions, better systems, and a business that can carry more of the load without them having to do everything on their own.

How I work

Enough structure. No unnecessary complexity.

My work usually starts with a short discovery conversation, followed by a focused Sprint that builds an honest view of how the business is actually working today. From there, the goal is to identify the few decisions or changes most worth making first, put a practical value lens around them, and create a roadmap the business can actually use. Where it makes sense, I stay involved beyond the Sprint to help turn the right decisions into real changes. The approach is intentionally simple: enough structure to make better decisions, enough hands-on support to create progress, and no unnecessary complexity.

A good first conversation should create value.

This is for founders who want a thoughtful, like-for-like conversation about what is really going on in the business, where the drag is, and which next moves look most worth exploring. The goal is not pressure; it is clarity, reflection, and a better read on direction.

Open Discovery Call