About Quentin Dupard

Where I am

I work remotely by default and have done from six cities, which is less a lifestyle claim than a practical one: almost none of this work needs a room. When it does — a pricing argument, a kickoff, a board readout — I travel for it, and that is what the hybrid and on-site rates are for.

How I got here

Five years across product, marketing and international operations. The useful part is not the years, it is that I have sat in the product review and then on the sales call two hours later, and noticed the two rooms believe completely different things about the same customer. Most of my useful ideas come out of that gap.

I built an HR tech SaaS platform, which is where the 150+ global employment provider teardowns came from. That gave me an unusually complete picture of one market: pricing models, entity structures, compliance depth, and where the margin actually sits. I bring it up when a client is in that market and leave it alone when they are not.

What I have worked on

A deliberately mixed list, because the point is that the levers travel:

• A health and wellness course business — reworked the offer, the tier structure and the path from interested visitor to finished checkout
• An HR tech SaaS platform — built the product itself, not a deck about it
• A local grocery business, bootstrapped — grew revenue with no budget, no brand and no funnel to speak of
• A comparison platform — built the lead acquisition side of it
• App products end to end, from deciding what to build through to how it gets sold

These are projects, not sectors I claim to specialise in. A grocery shop and a Series A software company have the same underlying problem: something is stopping people who already want to buy.

What I actually believe

Shipping used to be the hard part. It is not any more, and everyone noticed at roughly the same time. What is left is the part no model will do for you: deciding what is worth building, who for, how to explain it, and what to charge.

I am not an agency and not a strategy consultancy. Nobody gets a deck. What people pay me for is judgement — including the judgement to say a problem is not worth solving, or that I am the wrong person for it.

How I work

Three formats. A 90-minute teardown with a written follow-up, a two-week embedded sprint that moves one lever rather than documenting it, or ongoing fractional work with a three-month minimum because anything shorter is theatre. Full pricing is on the homepage.

Some of it is advice and some of it is building. I have shipped whole products end to end — ecommerce, newsletters and content engines, internal tooling, operations automation — and I will take a marketing strategy whole rather than the part that fits in a slide. Where the answer to a revenue problem is something that does not exist yet, building it myself is usually faster than writing a specification and handing it over.

Every engagement ends with your team owning the output. No lock-in, no retainer designed to be hard to leave.

What I will not do

• Legal, tax or immigration advice — that needs a lawyer or an accountant in the relevant country
• Vendor recommendations where I would earn a commission. I do not take any
• Pretend a problem is solvable with my services when it is not

Reading

The frameworks I use are written out in full and free to read: why your pricing metric matters more than your price, why activation goes flat, and the three-company test for positioning. All of it is here.