Felix Lenhard — Business Builder // Author // Subtract to Ship
Felix Lenhard — Business Builder // Author // Subtract to Ship
Why subtraction
Every company I have audited had the same shape: three real priorities, eleven live projects, and a team that could not tell you which of the eleven would be missed. Adding a twelfth is easy. Naming the eight that should stop is the work.
The audit does that naming. It is not a strategy deck. It is a list, ranked by what each cut frees up, with the owner and the date next to every line. I built it coaching 50+ startups at Startup Burgenland and inside industrial groups with 20 years of engineering budgets. The pattern is the same at both ends.
I don't sell frameworks I haven't tested and I don't oversell. Give the knowledge for free, sell the implementation. The method is on this site and in the books. The audit is me applying it to your business with your people in the room.
How it runs
Twenty minutes. You describe the business. I tell you whether an audit will find anything worth cutting. Free, and it ends there if the answer is no. If yes, the fixed quote follows in writing before any work starts.
Week one. Usually six to twelve conversations with the people who do the work, not only the people who plan it. Plus the numbers you already have: revenue by line, hours by project, what has been "almost done" for months.
Start of week two. One working day with the leadership team. We put every live project on the wall and decide, line by line, what stops, what stays and what gets finished first.
Typically five working days later you have the written plan. Thirty days after that we meet once more and look at what actually got cut. That meeting is included.
The deal
Outcome
A ranked list of what to stop, keep and finish, with an owner and a date on every line.
Mechanism
Subtract to Ship applied to your business: interviews, numbers, one leadership day, one written plan.
Speed
Two weeks to the plan. Thirty-day check included.
If it doesn't fit
I tell you on the first call. No fee, no follow-up.
Other engagements
Not an audit shape? I also run two-day validation sprints before you build, monthly advisory while an idea goes to market, and accelerator design for regions and corporates (Startup Burgenland: 50+ startups, EUR 10.7M capitalisation, 70%+ to first revenue). Each is quoted per scope. Ask on the call.
What leaders say
Felix brings focus, energy, and a real knack for creating structure in innovation environments. He's not just a consultant or strategist — he's a true partner in building what's next.
Felix has a unique ability to connect people, technologies, and business models in a way that consistently drives progress. In our interactions, I was impressed by how quickly he grasps complex contexts and turns them into viable innovation strategies. He combines creative thinking and structured execution—an invaluable asset in any R&D or product development environment.
Questions people ask before booking
A structured review of your products, processes and priorities with one output: a ranked, written list of what to stop, what to keep and what to finish. It is built from interviews with the people who do the work, your numbers, and one working day with the leadership team.
It depends on company size and scope. A five-person startup and a 200-person business unit are not the same audit. The fixed quote follows in writing after the first call, before any work starts. Travel inside Austria is included; elsewhere at cost.
Two weeks from the first call to the delivered plan. Interviews in week one, the leadership day at the start of week two, the written plan typically five working days later. Thirty days after delivery we meet once more to check what was actually cut. That meeting is included.
Founders with a product already built where revenue hasn't kept pace with the last six months of work, and leadership teams with more live projects than real priorities. If you have three priorities and eleven projects, this is for you.
Then I tell you on the first call and we stop there. The call is free. In twenty years I have not yet met a business with nothing worth cutting, but the offer stands.
Interviews and the plan, yes. The leadership day works best in the room. On site across Austria, Germany and Switzerland, remote elsewhere.
Yes, yours or mine, before the first interview.
Twenty minutes, no deck, no pitch. You leave with a yes or a no. If yes, a fixed quote follows in writing.