Aymen Benali

Strategy consultant since 2016

What question is holding up your next decision?

I find what no one has seen yet in your numbers and in your market.

Ask your question

You paid to find out.You still don’t know.

The 80-page report
read up to page 3
The 2019 market study
out of date
The €40,000 trade show
two business cards
The CRM
half filled in
The promotion that works
supposedly
The committee
pushed to next quarter

I replace all of thatwith an answer.

I help leadership teams settle the decisions that commit the whole company.

01
Profitability
Where your company creates value, and where it destroys it.
- Reviewing a product portfolio
- Making the call on pricing and promotions
- Redrawing a store network
02
Growth
Where to find the demand your competitors haven’t seen yet.
- Finding the segments that will buy
- Ranking the accounts to win
03
Investment
What a bet is worth before you put capital behind it.
- Entering a new market
- Launching a product
- Changing your target

I have my own measuring instruments.They see your market move before your sales do.

Over the past few years, I’ve built my own suite of tools. It listens to what your customers say about you when you’re not in the room, sets your numbers against your market’s, anticipates what’s about to move and puts your offers in front of digital personas before they launch. Your team has none of this in-house, and it’s what lets me settle the question in four weeks.

A first answer in one week.The decision in four.

I’m paid to think through complex questions. The price of the call is set at the end of the first week.

Week 1
The first view
My hypothesis on your question, and the price of what follows
Week 2
The data
What your numbers say beyond the dashboards
Week 3
The field
What your teams and your customers know
Week 4
The call
The decision, presented to your leadership team, with the 90-day plan
Then
Follow-up
The call updated every month, if you want it

Ask your question

They had a question.They got their answer.

“It’s been a great week for our joint effort: we won 2 tenders within the group. The two sales come to close to €100K. The teams are delighted to have landed these high-potential clients!”
A client, French group
+70
teams supported
“Aymen is not only highly skilled but also a pleasure to work with.”
Marc-Noël FAUVELFounder of Groupe SAVEN, Skills4All
“I had the pleasure of working with Aymen and I highly recommend him. Professional, available, he delivered effective solutions tailored to my needs.”
Hamidou BaFounder & President, ModuPrix

The latest questions I’ve worked on.

Profitability

Growth

Investment

Client case · Retail

Which promotions should a retail group prioritize?

What I found

The ones that make margin once everything is counted, even with little volume. The ranking, promotion by promotion, changes the order of the next catalogue.

A retailer runs hundreds of promotions a year. A few make the margin, many destroy it, and nobody knows which for sure.

Actual margin per promotionExample

Coffee, 2-pack+12%

Detergent −30%+7%

Yogurt 4 + 2+2%

Biscuits −50%−4%

Study · Convenience retail

What should a store sell, given its neighborhood?

What I found

Three recommendations at most per store, specific to its neighborhood, each with the indicator to watch and a 14-day threshold.

Two stores of the same chain don’t share a neighborhood, so they shouldn’t share a plan. Yet head office runs hundreds of stores on one national planogram.

Read the case →

Recommended range per storeExample

FamiliesStudentsOffices

Client case · E-commerce

Why did this customer abandon their cart, and what brings them back?

What I found

For each cart, a follow-up that answers whatever made this customer hesitate.

The standard reminder says “you forgot something” without asking why the person hesitated. Price, trust and a competitor open in another tab don’t call for the same reply.

Read the case →

One message per cartExample

Abandoned cart

2 items · 40 min ago

hesitation: price

Recovery message

Comparison with both competitors, computed right now.

pagevoiceemail

Client case · Industry

How do you convince 500 industrial decision-makers in the Middle East?

What I found

With 500 diagnoses, one per decision-maker, each with its own return-on-investment simulation.

Sinorfi, an IBM integrator since 2003, wanted to reach 500 decision-makers in the Middle East. The same brochure sent 500 times would have drowned seven offers in a generic message.

Read the case →

500 decision-makers, one by oneExample

Head of procurementNew plant in 2026
Plant directorCurrent contract expiring
Chief executiveJust raised funds

+ 497 more

Client case · Padel

Which padel clubs are ready to switch software?

What I found

The ones already equipped by a specific competitor. The list, club by club, with the software in place and the right contact.

A booking-software vendor wanted to sell to padel clubs. Any directory lists them, but none says which software each club uses, or whether it is in a position to buy.

Read the case →

Clubs ready to switchExample

Booking: Software Aready to switch
Booking: Software Bready to switch
Booking: Software Anot yet

Study · AI market

Where does demand for AI stand in French companies?

What I found

It can be measured every week, with more than 500 qualified buying signals and a barometer sector by sector.

Buying signals are public, in job offers, funding rounds or what executives say. But they go stale within weeks, and many come from intermediaries who hide the end client.

Read the case →

AI demand, by sectorExample

IndustryHealthcareRetail

Study · Finance

Who needs to anticipate central bank decisions?

What I found

Those who have to defend their decision when the market proves them wrong. Accuracy worries them less, and the product changed target before the first line of code.

Before committing months of development to a decision-support product, I wanted to know who is in pain today, and how to sell to them.

Read the case →

Who needs it mostExample

Mid-cap treasurers

Importers

Debt funds

Retail investors

Study · Markets

Do the trading patterns taught everywhere actually work?

What I found

One in five stands out, and the same strategy loses two years in a row before it wins.

The ascending triangle, the cup and handle or the bull flag are price shapes said to announce a move. Which ones give a measurable edge, and which are mostly belief?

Read the case →

Verdict per patternExample

Ascending trianglereliable
Cup and handletoo few cases
Bull flagdisappoints

2021

2022

2023

2024

2025

They brought me their questions.

+1 billion documents processed per year
French product-testing reference since 1980
Leading IBM integrator since 2003
US health insurer, listed on the Nasdaq
Voted social media agency of the year (2020, 2021)
Reference agency for the Tour de France
Études & Innovations Awards (2018)
France's #1 Shopify agency
+€25M ARR generated by its startups in 5 years
Luxury-brand agency, +15 awards
France's first nootropic range
+70 teams supported

A problem exists long before it shows up in your numbers.I spot it where it starts, with your teams and in your market.

Your competitors have the same data
Having more data than others, and processing it better, used to make the difference. Today everyone processes information fast and well, and draws the same conclusions. An analysis your competitors can run too gives you no head start.
Your teams know what’s wrong. You’re the last to hear about it.
Every month, you receive a report on your company. Your teams carry another one in their heads, which they will never write for you because nobody asks. It runs three months ahead of yours, and that is the one I go and get.
I look before I calculate
I spent ten years inside the files of dozens of companies, reading their exports and their lost quotes. So I always start with your raw data and the people who do the work, and I calculate after. In the end, I leave a tool your team runs on its own.

We decide on gut feeling. And there’s always a number to prove us right.

A note from Aymen

Aymen Benali, strategy consultant

I’m called in when an important decision is stuck. I come back with a precise answer and the plan to act on it.

For ten years, I automated the sales and operations of dozens of companies, in France and North America. It taught me to read the numbers no dashboard shows.

I go and find what’s missing in your market, among your competitors and the customers you don’t have yet.

Aymen

Your question has probably come up somewhere else.

I’m curious about how things are done elsewhere, so I go and see. Each person I meet adds to my store of examples, and connecting them is how I find answers.