Over the last decade, I’ve worked with more than 1,000 teams, from high-growth startups at Imperial College London to global brands like Google and American Express.

My content on the Business Model Canvas has reached over 325,000 views on YouTube, helping leaders worldwide rethink how they create, deliver, and capture value.

Time and time again, I see the same situation.
Talented teams working hard.
But on the wrong things.

Why?

Because the plan isn’t clear.

It’s buried in slide decks.
It lives in the leader's head.
The team can’t see it or follow it.

When that happens, they loses focus, waste energy and miss the biggest opportunities.

I believe strategy works best when it’s inclusive.

The most successful leaders don’t try to have all the answers. They make sure their whole team can see the big picture and they encourage everyone to contribute their best ideas.

That’s why I use visual tools like the Business Model Canvas.

They make strategy simple, visual and actionable for everybody. They turn passive team members into active co-creators of the future. That way, your team is truly with you and committed to the same future you are. When that happens, you're ready to do the best work of your life.

Leaders bring me in when:
→ Growth has slowed down 
→ The old playbook no longer works 
→ Teams are pulling in different directions
→ People are busy, but not getting results
→ A big launch or change is coming (it's high risk)
→ There’s no proof customers will buy the next idea

I was personally trained by Alex Osterwalder.
He's the creator of the Business Model Canvas.
It's a visual strategy tool trusted by millions globally.

"I enjoy working with Nick. I'm confident you will too."
– Alex Osterwalder, Founder & CEO, Strategyzer

Where do we start?

It’s called The Business Model Power Hour.

In 60 minutes, we will:

→ Map your business on one page
→ Identify what’s working and what’s not
→ Decide what to prioritise for the next 90 days
→ Create a plan your team can see and follow

Clients often tell me it’s the most valuable hour they’ve ever spent on their business.

Most then move on to do a 12-Week Sprint.

This is where we:

→ Stress-test your business model
→ Adapt to what customers want now
→ Build evidence for your big decisions
→ Align culture with strategy

By the end, you’ll have a plan that works in today’s market and a team ready to deliver it.

If you want clarity, alignment and a plan your whole team can use tomorrow, then click the link in my Featured section below.

Nick Himowicz

Have you ever noticed how the Business Model Canvas looks a bit like a tennis court?

I don’t know whether the layout was intentionally inspired by tennis but I’m not sure it matters.

What does matter is the effect.

The canvas feels familiar the moment you see it.

→ A centre
→ Two sides
→ Clear boundaries

Even if you’ve never used it before, it doesn’t feel alien.

Familiarity lowers the cognitive barrier. When something feels easy to pick up, it’s easier to adopt which might be one of the reasons why millions of people use it to start, grow, and pivot their companies.

This reminds me of the Tesla story.
The Model S was radical on the inside:
→ Electric drivetrain
→ Software-first
→ Over-the-air updates

But on the outside, it looked like a normal car.

This wasn’t accidental.

By making it look familiar, Tesla made it easier for people to say yes.
Only after mass adoption did Tesla feel able to release something that looked like it came from another planet (the Cybertruck.)

There’s a pattern here.
Early stage = new inside + familiar outside.
Later stage =  distinctiveness becomes the advantage

So the real question isn’t about canvases or cars or tennis courts.

What stage are you at?

Are you building something genuinely new and struggling with adoption?
You might need to make it feel more familiar, not more impressive.

Or are people already adopting your product at scale?
Maybe now is the moment to do something unmistakably out of the ordinary.

Familiarity can help people say yes.
Difference helps them remember why they chose you.
The trick is knowing which one you need right now.

Side-by-side comparison of the Business Model Canvas layout and a tennis court diagram, highlighting their similar structure.

Service Research Center (CTF) at Karlstad University

Industrial PHD Student

Volvo Group

Innovation Manager

At the Innovation Lab of Volvo Group Connected Solutions, we create new services in our ecosystem, using design thinking and lean startup methodologies. We are also telling stories from the future in our Foresight function.

Director Business Innovation & Foresight

Volvo Bus Corporation

I managed the global service portfolio together with my team, based in Sweden and the Netherlands. We handled Service contracts, Fleet Management, Driver training, Workshop and Vehicle services over their full lifecycle. I managed the service strategy plan for Volvo Buses, as well as the related business and development processes.

Director Global Service Offerings

Volvo Group Trucks Technology

Driving solutions innovation for Volvo Group customers in the market segments of construction, mining, ports and other confined areas, with a focus on services and business models. My team was capturing customer insight using design thinking, and transforming these into services for Volvo Construction Equipment.

Manager Off-Road & Site Solutions

Leading the global technology area Service Design & Business Engineering, focusing on both research and implementation of new service concepts and business models. We worked across the group with trucks buses and construction equipment. My team consisted of 15 persons in Sweden, France, and India. Both competence/reource and a project portfolio was managed under one umbrella. I had budget responsibility for both the line organizational unit and our project portfolio.

Director Service Design & Business Engineering

I was responsible for the global function that coordinated customer relations within and outside the Volvo Group; handled the portfolios of advanced engineering, product development and business engineering projects; and planned sales and marketing efforts. The global team I led consisted of around ten Product Key Account Managers and Customer Key Account Managers.

Acting Vice President Customer & Sales

I had portfolio and business development responsibilities within the area of services and solutions (soft products). I drove and coordinated business, set and followed up sales targets. A major break-through was the set-up of a customer hauler company for a customer in Africa with around 1000 trucks.

During this period we also designed a process for service development based on design thinking.

New Business Manager

Deputy Senior Vice President Customer & Sales

Sales and marketing planning, key account coordination for internal clients in the Volvo Group, and management of a Business Innovation initiative directed to 'soft products', which is Volvo lingo for services, solutions and aftermarket offerings.

Business & Customer Area Manager

I was driving a solutions initiative for the Volvo Group, Total Customer Solutions. The job included business development activities with Volvo Group customers, and building interest and trust around a strategic proposal. It also meant digging into academic work in the field and finding parallels in other industries that could influence our own activities.

Business Development

Ericsson AB

This was a position with responsibility for strategic marketing within the area of National Security & Public Safety. It included leading business planning, market segmentation, and meeting both customers and Ericsson’s market units to convey strategic and tactical messages.

Strategic Marketing Manager

I was managing teams from 10 to 23 people, including one reporting manager. The work comprised both entrepreneurial activities and traditional development, mainly within the Network Based Defense area. I had budgetary responsibility and led recruitments and voluntary redundancies.

We did a lot of marvellous stuff using standard off-the-shelf hardware and software to line out the future C4ISR systems on all levels, from Command Center to individual soldier.

Manager Communications Systems

My occupation was to perform telecommunications studies, analyses and consulting projects for Ericsson’s customers. I grew a deep, yet broad knowledge in both fixed and wireless networking technologies, and supported business development activities throughout the world as a technical expert.

Systems Analyst

My role was to be the system design responsible in development projects. I operated as the technical project manager in an international team, in the development of a new generation microwave radios (the MINI-LINK).

Systems Engineer

This specialist role meant consultant roles in projects as well as acting as a mentor for other DSP designers. I was responsible for technology watch, and also for technical project management. The work included cross-divisional efforts to reach synergy through technology coordination.

Advisory Engineer Signal Processing

The job included real-time programming, subsystem design and verification for surface based military air defense radars.

Software Designer

Ericsson Business Communications AB

This employment’s main task was to design and develop production test equipment for digital telephones belonging to Ericsson's MD110 family. Me and my colleagues developed PC based DSP methods (for faster frequency response measurements, distortion testing, loundness ratings, psophometric weighing etc.) We cut significatint testing time from the previous W&G based GPIB systems.

Production Test Designer

I am challenging and changing the state of the transportation industry by infusing services to product centric organizations. I like to take holistic perspectives and can manage both strategy and operational issues at the same time. I am always interested in dialog about how we create a sustainable future together.

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