Meet Fabien Alexander

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.

Throughout my career, I've worked with founder-led businesses in a variety of roles, from building and running my own businesses, to leading marketing and business development functions, to supporting commercial growth and working alongside leadership teams responsible for scaling organisations.

I've founded a marketing agency, owned and operated a carpet and flooring business, served as Head of Marketing & Business Development at Nordic Markets, and spent years working inside businesses where commercial performance mattered every single day.

Those experiences taught me something that continues to shape how I work today: many businesses believe they have a marketing problem, when the underlying commercial constraint actually lies elsewhere.

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 established marketing agencies, 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.

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.

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.