Meet Fabien Alexander
Founder, Halo Strategic
A commercial growth strategist helping founder-led businesses build stronger, more predictable companies.
The idea behind Halo Strategic didn't come from a boardroom. It came from years of seeing the same commercial problems appear across different businesses, industries and leadership teams.
Halo Strategic wasn't created because I wanted to start another consultancy. It was created because, after working with businesses across different industries, I kept seeing the same mistake: solutions were being prescribed before the real commercial problem had been diagnosed.
Before founding Halo Strategic, I built my career across commercial sales, marketing and business development - working inside established travel and technology businesses, including a kids'-entertainment ad platform whose clients included Lego, Disney and Spin Master, and a travel ad-tech company managing campaigns across airlines, OTAs and hotel brands, including Singapore Airlines, British Airways and Qatar Airways. I later built and ran my own marketing agency for four years, working directly with clients including Mercedes-Benz Trucks & Vans, before leading marketing and business development for a trading platform.
What that range gave me wasn't a longer CV. In many cases, growth doesn't stall because of a lack of marketing - it stalls because the commercial system behind it (pricing, follow-up, positioning, how decisions actually get made) was never built to convert what marketing generates. That repeated pattern, seen from inside businesses and from beside them, is the reason Halo Strategic exists.
Marketing, sales, operations and customer experience are often treated as separate disciplines, when in reality they're parts of the same commercial system. When those parts aren't aligned, growth becomes inconsistent, expensive and difficult to sustain.
Over time, I found myself asking different questions. Where does revenue leak? Why do good businesses fail to convert opportunities? What commercial systems are missing? How can leadership make better decisions with greater clarity?
Those questions eventually became the foundation of Halo Strategic. The recurring patterns behind them are written up in full on How Halo Thinks.
Today, alongside ongoing consulting work with two US-based marketing agencies on commercial performance, lead generation and growth strategy, my role isn't simply to recommend marketing tactics. It's to help founder-led businesses step back, diagnose the commercial challenges that are limiting growth, and build practical systems that create stronger, more predictable businesses.
Halo exists to help businesses think more clearly, make better commercial decisions, and build systems that create sustainable growth.
Marketing, sales, operations and leadership can each be doing their job well, and a business can still underperform, because no one is responsible for how the parts fit together. Halo occupies that seat: the one asking whether it all actually adds up.
Four beliefs, held to consistently.
Clarity creates confidence.
If a client needs a follow-up question to understand what was meant, the sentence wasn't finished.
Confidence creates action.
A leadership team that no longer has to guess is a leadership team that can actually move.
Action creates progress.
A busy quarter that didn't move the business forward isn't a good quarter.
Sustainable growth is designed, not accidental.
Systems outperform isolated tactics, every time.
Commercial diagnosis, before growth investment.
Halo exists to help founder-led businesses make better commercial decisions through clarity, evidence and practical execution.
A career built inside founder-led businesses, not around them.
Over time, I've seen the same problem from very different sides. A business asks for better lead generation when the real constraint sits in sales. It asks for a new proposition when the evidence points to something operational. It asks for better reporting when the real problem is that nobody knows what decision the numbers are supposed to inform.
That pattern is why Halo starts every engagement with diagnosis, not a proposal.
I've spent my career working around commercial problems, from the inside and the outside, at scale and at the size where every decision is felt immediately. Halo is where I've brought that experience together into a deliberate methodology, rather than a collection of stories.
A few things that don't fit neatly on a list of roles.
I've started businesses that worked. I've started businesses that didn't.
I've worked inside fast-growing organisations, and inside smaller, founder-led companies where every decision was felt immediately.
Every one of those experiences shaped how I think about commercial growth today, not as a theory, but as something learned by doing it, getting parts of it wrong, and paying close attention to why.
Most businesses don't have a marketing problem. They have a commercial problem.
I don't believe in selling solutions before understanding the problem.
Every engagement starts with listening, challenging assumptions and identifying the issues that will make the biggest commercial difference.
Sometimes the answer is marketing. Sometimes it isn't. My responsibility is to tell clients what they need to hear, not what they expect to hear.
Halo Strategic exists because sustainable growth doesn't come from doing more. It comes from fixing the right things. See how that plays out in practice on Selected Engagements, or start with a Commercial Audit.
Halo Strategic
Let's Start with a Conversation.
Whether you're preparing for your next stage of growth or simply want greater commercial clarity, I'd love to hear more about your business.
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