Fokkus Consulting

Sales · Delivery · Project management

Most agencies aren't short on work. They're short on a system.

I run a software product studio, and I spend the rest of my time helping other agency owners fix the three things that decide whether an agency grows or grinds: how you sell, how you deliver, and how you run the work in between.

Book an intro call What I consult on

Owners and delivery leads at agencies of 3–50 people.
Remote, worldwide. Every engagement opens with a diagnostic.

Boris Zivkovic, agency consultant
Boris Zivkovic
Founder, operator, consultant
300+Client projects delivered
20+People managed day to day
5.0Average client review score
01 Practice Each area is something I run in practice, not theory from a course.

What I consult on

Four areas, and they compound. A strong offer with loose delivery burns margin. Tight delivery behind a commodity offer just makes you efficient at being cheap.

Agency sales

Getting out of hourly-rate comparison and into engagements a prospect judges on outcome, not on your price per hour against an offshore shop.

  • Offer design: strategy, build and support packaged so it can't be price-shopped
  • Paid discovery as the entry point, credited toward the build
  • A repeatable call sequence — discovery, strategy deep-dive, proposal and close
  • Pre-sale proof: giving prospects something working to touch before they pay
  • ICP definition and written disqualifiers, so you stop selling to clients who wreck projects
  • Marketplace and inbound lead flow that isn't a race to the bottom
  • Proposals, guarantees, and language that keeps hourly rates out of the room

Agency delivery

The operating model that makes a project profitable and makes the client come back for the second one.

  • Monthly engagement model instead of fixed-bid scope roulette
  • Demo cadence and progress reporting a non-technical client actually reads
  • Named point of contact versus ticket-queue delivery — and who owns the relationship
  • Team shape: what sits in a pod, what a delivery lead owns, when to hire
  • Quality gates, code ownership and handoff packages that build trust instead of lock-in
  • Post-launch support windows and the move into a growth retainer
  • Margin: where hours leak, what to standardize, what to automate

Project management

Where agencies quietly lose money: scope drift, slow client feedback, and no single source of truth for what "done" means.

  • Scope documents written to settle an argument six weeks later
  • Change requests: what's in scope, what becomes a new line item
  • Client-side obligations — feedback windows, approvals, decision-makers on the call
  • Sprint and demo rhythm that survives a three-to-six month build
  • Tooling people actually use (ClickUp, Jira, or whatever you're already on)
  • Ticket and story standards, estimation, backlog hygiene
  • Escalation: catching a project going sideways in week two, not month three

AI inside agency operations

Not "add AI to the pitch deck." Using it where it takes real hours out of selling and delivering — the part most agencies still haven't worked out.

  • AI-built concept prototypes as a pre-sale asset
  • Turning calls, briefs and specs into tickets and stories without a week of writing
  • Proposals, scopes and lead responses drafted against a house standard
  • Where output needs a senior human gate — and where it doesn't
  • What faster delivery should do to your pricing
02 The shift The change most engagements are really about.

From dev shop to product partner

Every line here is a change I made in my own shop first, and have since watched hold up elsewhere.

Where most agencies are Where the work goes
"Our rate is $X per hour." Monthly engagement fees against planned deliverables. Nothing to rate-compare.
Free scoping and specs written during the sales process. Paid discovery that stands on its own and gets credited toward the build.
Portfolio links and a quote emailed after the call. Proof before payment — the prospect touches a working version of their own idea.
Scope arguments settled by whoever remembers the call better. One scope document as the source of truth, with a real change process behind it.
Status buried in a tracker the client never opens. Demos on a fixed cadence and plain-language updates after every sprint.
Project ends, relationship ends, pipeline restarts at zero. Support window into a retainer, where lifetime value beats first-project revenue.
Every lead is worth chasing. Written disqualifiers, so the worst-fit clients get a polite no early.
03 Engagements Scoped on a call. Advisory slots are capped so the work stays hands-on.

How we can work together

Diagnostic · 1–2 weeks

Find the leak

Interviews with you and your team, plus a review of your last few projects, proposals and pipeline. You get a written read on where sales, delivery and PM are costing you money, ranked by what to fix first.

Output — diagnostic document, prioritized fix list

Sales system · 4–6 weeks

Rebuild the offer

Offer and pricing structure, ICP and disqualifiers, call sequence, proposal template, guarantee language, and the pre-sale assets that make you hard to compare. We run it on live deals while we build it.

Output — offer stack, call scripts, proposal kit

Delivery & PM system · 4–8 weeks

Make delivery boring

Engagement model, scope and change-request standards, demo and reporting cadence, ticket and estimation standards, tool configuration, and the delivery lead's operating checklist.

Output — delivery playbook, configured tooling

Advisory retainer · Monthly

Have someone to call

Standing access for the calls that matter: a deal you're about to price wrong, a project going sideways, a hire you're unsure about, a client threatening to walk. Regular sessions plus async between them.

Output — standing sessions, async access

04 Sequence The order matters. Diagnosis before prescription.

How an engagement runs

  1. i

    Intro call

    Forty-five minutes on your agency: size, pipeline, how you price, what your last three projects actually netted. If I'm not the right person, I'll say so on that call.

  2. ii

    Diagnostic

    I read the real artifacts — proposals, scope documents, project trackers, a delivery call or two — and talk to the people doing the work, not only the owner.

  3. iii

    Build the system

    We fix one area at a time, against live deals and live projects. Nothing goes into a binder to be read later; everything gets used the week it's written.

  4. iv

    Hand it over

    Your team runs it without me. Documents, templates and configured tooling stay yours. Some owners keep a light advisory retainer after that; plenty don't need one.

05 Track record Clients rating work I delivered.

The system has a scoreboard

I'm not consulting from a course I took last year. These are clients of mine, rating the delivery model I'd help you install.

They're not just developers. They're strategic thinkers, problem solvers, and true team members. From the very first conversation, they brought clarity, structure, and insight to our product roadmap.

Madison Schumann · Founder, Canada

Builds were delivered on schedule, issues were diagnosed and fixed quickly. They flagged things proactively — when something wasn't right in a build, they had a fix in the queue before I even noticed.

Rashad Gilliam · Mobile product owner, United States
06 Fit I qualify consulting clients the same way I qualify project clients.

Who this is for

Good fit

  • Agency owner or delivery lead, 3–50 people, real client work coming in
  • Software, product, design or digital agency — any stack
  • Winning projects but watching margin disappear inside delivery
  • Selling on hourly rates and tired of being compared to a $20/hr shop
  • Ready to change how you sell and deliver, not just tidy the process docs

Not a fit

  • Pre-revenue: no clients, no delivery history, nothing to diagnose yet
  • Looking for lead generation or an outsourced sales team — that isn't this
  • Want a template pack rather than changes to how the business operates
  • Unwilling to turn away bad-fit clients, which is where most of the gain lives
  • Expecting a fixed quote before we've established what's broken
07 Background Still operating. That's the point.

Who you'd be working with

I'm Boris Zivkovic. I run a software product studio — a team of twenty, a few hundred client projects behind us, work ranging from first-time founders to household-name companies. Fokkus Consulting is the other half of what I do.

I built the studio the hard way: marketplace leads, price pressure from offshore shops, fixed-bid projects that ate their own margin, and the slow realization that the constraint was never engineering talent. It was the offer, the delivery model, and the project management discipline holding both together.

That's the whole basis for this work. I'm still operating, not commentating — which is also why I take a limited number of consulting engagements at a time.

Boris

BasedRemote, working across US, UK, EU

Consults onSales, delivery, PM, AI operations

ClientsAgency owners and delivery leads

AvailabilityLimited slots per quarter
08 Questions

Straight answers

Do you work with agencies that compete with yours?

Usually not a problem — most agencies I work with serve different markets, verticals or client sizes than I do. We settle it on the intro call. If there's a real conflict, I'll tell you rather than take the engagement and hedge.

What does it cost?

Engagements are scoped after the intro call, because a five-person agency fixing its offer and a forty-person agency rebuilding delivery are different pieces of work. You get a written scope and price before you commit to anything.

Is this just your playbook copy-pasted onto my agency?

The principles carry; the specifics don't. A design studio selling retainers and a dev shop selling six-month builds need different offers and different delivery cadences. The diagnostic exists so we build on what your agency actually does.

Do you work with my team or only with me?

Both, and the team part matters more. An owner can agree to a new delivery model in a single call; it only sticks when the delivery lead, the PM and the engineers are in the sessions where it gets built.

How fast do results show up?

Sales changes show in the next few proposals — usually weeks, because you're running the new structure on live deals. Delivery and PM changes take a project cycle to prove out; you need a full build to see what happened to margin and scope drift.

09 Next step No pitch deck. Bring your numbers.

Book an intro call

Forty-five minutes, no charge. Come with your last three projects, how you priced them, and what they actually netted. You'll leave with at least one thing worth changing, whether or not we work together.

Working withAgencies of 3–50 people, worldwide
AvailabilityLimited engagements per quarter
Email me