Consulting
Innovation is the practice.
Most companies do not have an idea problem. They have a problem deciding which ideas get real resources, and an organisation that quietly kills the promising ones. That is the work.
Lead practice
Innovation management
Turning "we should do something new" into a portfolio of bets with owners, budgets and kill criteria.
Where ideas come from
Building a pipeline that does not depend on the founder having a good week.
Cheap tests first
Designing the smallest experiment that could actually change your mind, and running it before the roadmap hardens.
Resourcing and killing
Explicit criteria for what gets funded, what gets another round, and what stops — agreed before anyone is emotionally attached.
Getting it shipped
The organisational work: who owns it, who can block it, and what has to change so the new thing is not starved by the old one.
Practices
And the four that make it land.
Positioning, organisational design and executive counsel for founder-led companies. In practice this is often the conversation a CEO cannot have internally — about a co-founder, a market they have outgrown, or a product nobody wants to admit is finished.
The unglamorous work between the plan and the result. Process that removes decisions rather than adding meetings, hiring that survives the first hard quarter, reporting that shows the business as it is, and P&L discipline that does not need a crisis to appear.
Acquisition and retention treated as an experimental system rather than a budget line. Funnel instrumentation, a testing cadence the team can actually sustain, and the discipline to keep what worked instead of restarting every quarter with a new channel.
Content as a product, not a cost line. Format selection, editorial systems, and the quality bar that makes an audience return without being paid for twice. Built across chess, poker and financial education, where the content was the product.
Sectors
Where we know the terrain.
We work outside these too, but this is where a decade of operating means we skip the first three months of learning your business.
Gaming
Games and competitive platforms, from chess to mobile. Product, growth, community and the economics of a title people play for years.
Education
Learning products people actually finish. Curriculum design, retention, and content quality held at scale rather than in the pilot.
Trading & fintech
Brokers, trading platforms and financial publishers. Product and market strategy, acquisition economics, and education that converts without overpromising.
Our trading and fintech work is corporate advisory delivered to businesses. Peter Pan Ventures does not provide investment advice to individuals, does not manage client money, does not hold client assets, and does not carry out any activity requiring authorisation from Finanstilsynet.
How we work
One person, deeply involved, for a defined stretch.
Engagements are direct with Sebastian — there is no team of juniors behind the slide deck. That limits how many clients we take, which is the point.
Advisory retainer
A standing line to the CEO or founding team. Regular sessions, plus availability between them when something breaks.
Project engagement
A defined question with a defined end — an innovation portfolio, a growth system, a new market, a content operation.
Interim leadership
Taking the seat rather than advising it, where a company needs an operator for a stretch rather than a report.