The Blueprint

Growth Partner

Cogniva

You want to generate demand for your business and build and expert presence on LinkedIn. 

I know how. 

Most founders I've worked with has these problems: 

- Being invisible on LinkedIn 
- Struggling with ideas and consistency 
- Spending too much time writing content that doesn't resonate

I use content to position you as the leading authority in your industry and make sure your ideal client recognises themselves in every line you publish. 

What's in it for you? 

- A personal brand that positions you as a leading expert in your industry
- A demand for your services
- Visibility for your business
- Warm leads

Best of all? You don't have to worry about it anymore. 

And you can go back to what you do best - serving your clients.

Founder

Data Scientist

CareerFoundry

Course Reviewer

Data Science Content Creator

Experian

Associate Data Modeller

Decision Technology Ltd

Data Analyst - Commerse

rublys GmbH - gamified mobile marketing

Market Analyst

Wiener Gesundheitsförderung

Analytics Project Assistant

Helping you get more business through a real data-driven strategy | Curate a highly tailored and relevant network | Attract high-ticket clients without living on LinkedIn | Founder and CEO @Cogniva Analytics

1.5 years ago, my business was relying on inbound leads only. I was stuck in a feast-famine cycle. 

Today, I’ve helped build a successful multi-6-figure coaching company, The Blueprint.

In doing so, we had to master how to:

- Book qualified sales calls
- Turn them into paying clients
- Do it consistently

Without:

- Working 12-hour days behind a laptop
- Waiting months for results
- A large audience or advanced marketing skills

Now, we generate 5-10 leads per day.

And we’ve helped 200+ coaches and consultants do the same:

📌 Hasan Kubba: £120,000 in new revenue
📌 Sam Eaton: Sold out multiple masterminds (£5K per client)
📌 Harrison Cantel: Scaled from £4,000/mo → £10,000/mo
📌 Harry Phokou: Increased revenue from €2,000 → €8,000/mo
📌 Beth Hocking: Grew from 5 → 15 leads a month
📌 Ross Brown: Signed 12 clients in 3 months
📌 Matthew Proctor: Closed $40,000 in monthly retainers
📌 Camilia Berrada: Sold her £15,000 programme
📌 Chris Tran: $20,700 closed in 4 weeks
📌 Maya: 13 booked calls & 2 inbound leads in 28 days
📌 Gail: Booked her first ever sales calls in 3 weeks
📌 Maria Reid: 10 sales calls & 5 inbound leads in 1 month
📌 Dan: Booked 30 sales calls & 5 new clients in 3 months
📌 Susan: Signed a £6,000 contract in just 57 days
📌 Hollie: Booked 3 sales calls in her first 3 weeks
📌 Megan: Consistently booking 5+ sales calls a week
📌 Jesse: Grew from £6K → £10K/month in 4 weeks
📌 Emory: Closed £15,000 in his 1st month
📌 Sam: Books 3-5 meetings weekly with high-net-worth clients
📌 Deveshi: 5-6 calls booked weekly → 4 clients signed in 2 months
📌 Jordan: 5 calls per week consistently after 2 months
📌 Sonali: 8 weeks → 9 qualified leads & 2 new clients
📌 Alan: Signed 2 new clients, £5k monthly revenue in 21 days

To name a few.

If you’re serious about growing your coaching or consulting business, use the ‘book an appointment’ link to see if you’re ready for our program.

Dana Daskalova 🟠

I advise and lead corporate governance and operations transformation programmes at large global firms.

My responsibilities include:
• Conducting comprehensive assessments of clients' status quo, challenges, needs, and goals.
• Developing strategic plans for improvement initiatives, aligning them with clients' vision and priorities.
• Building and maintaining strong relationships with key stakeholders at various levels of seniority.
• Managing ongoing corporate governance and transparency programmes to provide mechanisms for accountability and business performance improvement.
• Managing business operations units that provide integration between various back office operations and improve their efficiency.

Key Achievements:
•  Identified and mitigated a client’s legal risks from using an expensive core system outside its licensed purpose, advising senior management to replace offending processes and addressing conduct issues of personnel who had extended and covered up the unlicensed use.
•  Diagnosed and resolved severe faults in labour tracking processes that caused millions of dollars in cost misallocation and productivity measurement errors. Identified critical dependencies that had been eliminated in organisational restructures and caused erroneous data to cascade. Recommended alternatives for replacing the lost dependencies or overhauling the orphaned processes. Advised on how to estimate the existing data discrepancies.
• Identified and addressed significant productivity gaps, duplication and operational inefficiencies, including synergies available by eliminating duplication within project delivery teams and productivity improvements from more effective resource allocation. Steered the client towards a comprehensive reorganisation plan to improve operational effectiveness and deliver substantial cost savings.

Governance Director

Telstra

I led a governance and financial management framework in a division responsible for over $300m in annual costs, building and running multiple asset portfolios worth over $1bn.

Responsibilities included:
• Developing and implementing a financial management framework that increased transparency, accountability, and efficiency of IT spending and budgeting.
• Establishing and enforcing IT governance policies and standards that ensured compliance with company policies, strategy and best practices.
• Optimising IT productivity using data-driven methodologies to identify and resolve issues and gaps.
• Providing financial and management accounting support and advice to IT leaders and stakeholders, facilitating better informed planning and decision making.
• Driving a culture of continuous improvement and innovation within the team, fostering collaboration, learning, and feedback.

Key Achievements:
• Anticipated and resolved challenges in the initial phase of a major transformation programme involving offshore delivery, pro-actively calling out previously unknown dependencies and potential roadblocks, and engaging extensively with GMs and programme managers to find effective solutions with acceptable risk levels.
• Identified process inefficiency and ineffective allocation strategies, delivering significant improvements through automation of reporting and allocation functions, eliminating redundant processes and taking advantage of synergies to improve productivity.
• Improved Telstra’s negotiating position by consolidating governance of vendor relationships, enabling purchasing relationships to be managed and negotiated at a business unit level, rather than an individual project level.

Senior Manager, IT Finance and Governance

I led a small team of consultants supporting IT purchasing management functions for Telstra, ensuring optimal value and performance from IT vendors and suppliers.

My responsibilities included:
• Conducting market research and analysis to identify and evaluate IT vendors and suppliers.
• Preparing and issuing requests for quotations and purchase orders for IT services, in accordance with Telstra’s procurement policies and procedures.
• Negotiating and finalising statements of work with vendors and suppliers, ensuring compliance with Telstra’s commercial requirements and standards.
• Managing and monitoring agreements throughout their lifecycle, ensuring timely delivery, performance, and payment of IT services.
• Resolving any issues or disputes that arise between Telstra and IT vendors and suppliers, escalating them as needed.
• Reporting and presenting on IT agreement management activities and outcomes, providing insights and recommendations for improvement.

Key Achievements:
• Streamlined the calculation and processing of allocations, journals and accruals through automation and improved process efficiency, resulting in greater accuracy of information and reduction in processing times, improved capacity for storing and handling data, faster and better reporting capabilities, and improved relationships with key programme stakeholders.
• Improved the working relationship with key vendors by developing strong rapport, assisting with negotiating better prices and terms, and significantly reducing invoice disputes.
• Repaired a previously strained internal relationship with project analysts in Enterprise Services by improving transparency.
• Increased engagement and morale of team members by ensuring they understood how their work benefited the business, improving the effectiveness of the team’s contribution.

Commercial Lead, IT Procurement and Contract Management

I supported various clients in the manufacturing, retail, and distribution sectors with their logistics and supply chain needs.

My responsibilities for clients included:
• Coordinating and executing logistics and supply chain activities, such as purchasing, transportation, warehouse and distribution management, and inventory management.
• Ensuring compliance with logistics and supply chain policies, procedures, and regulations, such as safety, quality, and environmental standards.
• Monitoring performance, identifying and resolving issues and risks.
• Building and maintaining strong relationships with key stakeholders across the value chain, including suppliers, distributors, retailers, and customers.

As a business owner, I was also responsible for:
    • Risk management
    • Management accounting and business economics
    • Financial statements, business taxation, payroll, and withholding

Logistics and Supply Chain Specialist

Operational governance, transparency & accountability | HR, Finance, Procurement, IT | 20+ years solving corp challenges | Chief of Staff, Executive or Lead Advisor | Now available, permanent or contract, in UK & Ireland

I’m an experienced corporate governance and business operations leader who delivers operations transparency and governance for global firms, specialising in back office operations such as IT, finance, procurement, and HR.

I also advise on improvement initiatives to integrate these units better, which improves the experience for stakeholders.

I have a proven track record of delivering successful initiatives across international borders, and providing ongoing leadership. I lead entire improvement cycles – from discovery and advice to planning and delivery – and ensure that the solutions I provide are sustainable and scalable.

Some of my key achievements include:
• Developing and implementing a management accounting framework that increased transparency, accountability, and efficiency for an IT organisation responsible for over $300m in expenditure.
• Establishing and enforcing governance policies and standards that ensured compliance with company policies, strategies, and best practices. This impacted multiple asset portfolios valued at over $1bn.
• Optimising productivity and efficiency using data-driven tools and methodologies.
• Identifying and advising solutions for a range of IT, financial, and HR issues in a major corporate transformation programme at an FT Global 500 firm.
• Managing communication and building trust between departments with strained relationships.
• Offering the frank and fearless advice required for effective executive decision making.

I’m passionate about continuous improvement and innovation, and I’m always looking for new ways to add value. I drive a management culture that incentivises improvements in value and effectiveness. I also enjoy mentoring and coaching others, sharing my insights and best practices.

I am available for permanent executive or Chief of Staff opportunities and to lead consulting engagements in the UK, Ireland and EU/EEA. Location and travel are negotiable.

I am also available for offshore opportunities if travel requirements are reasonable, or if the position is remote.

If you’re looking for a trusted advisor who can improve your firm’s governance and transparency, or an executive focused on delivering a continuous improvement management culture that drives both value and results, reach out by DM.

taplio

The Battle

Dana Daskalova 🟠

Gavin Schubert

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