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Eightception Start

Cases

What Igor was asked to solve.What changed.

Six engagements across strategy, product and growth. Each case names the decision, what was delivered and what happened afterward – including the limits of what can honestly be claimed.

ISelected client work

Every result stays in context.

The point is not a perfect success story. It is enough context to see the judgment, the work and the boundary of the claim.

Demand validation · Go-to-market

Hoply

Situation
A pre-revenue semi-private aviation concept needed evidence that travelers would respond before the founders committed to the expensive operating model.
Igor’s decision
Turn the broad ambition into a measurable route-and-price demand test, then read the funnel as decision evidence rather than as campaign vanity metrics.
What was delivered
€1,480 generated 1,153 leads at €1.28, a 6.29% click-through rate and 386 booking requests at real fares between €400 and €980. Six named customers placed pre-orders between €3,500 and €5,000.
What happened next
The demand test gave the founders evidence before they committed to the operating model. They later froze the company, so there is no downstream business result to claim.

Category · Brand · Go-to-market · Website

ULTI

Situation
An institutional long-termism concept needed to become a legible category rather than remain an abstract idea.
Igor’s decision
Build the category language, brand, operating story and live web presence as one system, with a named founder and a route into real institutional conversations.
What was delivered
The full brand, go-to-market foundation and live site shipped in five weeks. The work later supported a standing-room conference and follow-up institutional conversations, including a design-partner agreement reported by the founder.
What happened next
The organization continued the work after handover. No unapproved downstream business result is added to the public case.

Naming · Positioning · Product narrative · Website

Buildout

Situation
An entrepreneurial-capability assessment had substantial thinking behind it but needed a company name, a buyer-facing system and a site the founder could keep operating.
Igor’s decision
Name the company, turn the underlying model into a navigable product story, then build the site around buyer decisions rather than an internal taxonomy.
What was delivered
A new company name, positioning system, product story and buyer-led site shipped.
What happened next
The founder attributed a closed deal to the strategy work and later extended the site himself. Early narrative directions that did not land were cut instead of being forced into the product.

Product system · Automation · Handover

VoxExec

Situation
An executive-speaker platform needed a GDPR-aware operating core, public intake and private workflows for an unusually time-sensitive annual cycle.
Igor’s decision
Build a relational operating system, guarded submission flows, automation and training material that one principal could run without a permanent technical team.
What was delivered
The operating core, two submission portals, three automation workflows and a handover library went live.
What happened next
The handover held: the last delivery-support email was sent on 19 December 2025, and the client has not needed to contact Igor about the system since. Commercial details and unapproved outcomes remain private.

De-identified · Lead-generation system

A publishing partner

Situation
A certified publishing partner wanted a new-business engine whose commercial success depended on the client’s sales follow-through.
Igor’s decision
Build the research, offer, funnel and acquisition machinery while making the dependency on partner execution explicit.
What was delivered
The intended strategic and operating assets shipped, including the offer, funnel and acquisition system.
What happened next
The commercial arrangement depended on sales execution outside Eightception’s control and produced no outcome fee. The lesson changed future scopes: accountability now follows control.

Partnership story · Brand core · Go-to-market

Velby

Situation
An Israeli business club needed a sharper alternative to broad, performative networking and a practical route from brand promise into channels and events.
Igor’s decision
Define the club as a curated business ecosystem, map the member journey and turn the positioning into a channel-by-channel operating playbook.
What was delivered
A brand core, member journey and channel-by-channel go-to-market playbook.
What happened next
The relationship developed into an active referral and design partnership. It is shown here as a partnership story, not as a bought endorsement or a conventional client case.

How to start

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