Operators with track record, not theoretical consultants
We are a complementary team of doer consultants. Our members have founded and operated companies across more than 70 countries and 6 continents — some in technology products, others in professional services. We share strong academic credentials (Bachelor's, MBA, PhD) and the conviction that useful advice is born from having been in similar real situations, not from theory.
How we complement each other
Buho works because its members come from different but complementary worlds. A board needs that diversity: different perspectives on the same problem, with experiences that are comparable but not identical.
Those who built products
Members with deep experience in technology product companies — B2B SaaS, platforms, no-code tools, AI products. They know firsthand what scaling a product means: defining a roadmap under uncertainty, managing technical debt, moving from a local to a global market.
Those who ran services
Members with broad experience in services companies — consulting, staff augmentation, technology integration, digital transformation. They know how to build and scale talent organizations, manage the client-vendor relationship, and operate models that depend critically on people.
Global experience — not aspirational
In both cases — product and services — the team shares a trait that few can show with real data: companies that already left their country and their continent. We're not talking about wanting to expand someday; we're talking about having sold in culturally different markets, having dealt with currencies, regulations, sales cycles and client expectations that weren't the local ones.
That kind of experience produces learnings that can't be transmitted through books: how to localize the business (not just the product), when to replicate the model and when to adapt it, what local-market assumptions don't carry over. That's what we bring to every board.
Academic + practical — not one or the other
Team members combine strong academic credentials — Bachelor's degrees in engineering or business, MBAs, in some cases PhDs — with broad operational experience. That combination is deliberate and uncommon: the pure academic tends to opine from the model; the pure operator tends to opine from the case. Buho contributes the intersection.
Several team members have received national and international recognitions for their work — including innovation and management excellence awards — and combine their practice with university teaching.
"We are not theoretical consultants. We are doers who also teach."
We get involved — we don't wing it
Before weighing in on a board, the Buho team gets involved. We interview key leaders, we read the relevant business materials, we study the client's industry and we get immersed in their specific context. The difference between opining accurately and "winging it" is that prior preparation.
That's why we're selective about the engagements we take: doing it well takes time, and our time is limited.
Areas where the team adds particular value
Let's talk
If you think there might be a fit with your board or startup, the first step is a no-cost, no-commitment conversation.
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