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Lumos · An AI strategy partner for SME leaders

For the decisions that matter
Think clearly. See further. Take action.

Four questions leaders face: Lumos helps you think each one through and turn decisions into action.

For example: Revenue has stalled this year. Where should we look for growth?

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Work through one key decision and assess your strategic foundations, free.

Talk through challenges

When facing an important decision, work through the issues with partners who bring different perspectives, examine disagreements, and define the next steps.

Key Decision Roundtable

Typical use cases

See how Lumos advances critical decisions through real business challenges

Every major investment deserves careful scrutiny before it is made. From traditional industries to technology companies, Lumos turns questions about whether to invest, where to go and how to enter into next steps that can be assessed and validated—identifying risks alongside practical opportunities and paths forward.

Wine industry CEO illustrative avatar

Case 1

Wine industry CEO

Value for the business: Avoid committing substantial capital to unproven demand. Keep the initial investment manageable, use pilot data as evidence, and then decide whether to scale.

Where should we pilot a wellness wine, and how much should we invest?

Illustrative case

Business context

A regional wine producer plans to introduce a wellness wine for middle-aged and older customers. It sees a market opportunity but is uncertain where to pilot and how much to invest.

Potential risks

Starting health food registration to secure an early advantage could require lengthy timelines and substantial spending, exceeding the decision window and initial budget. A nationwide launch could also tie up cash in inventory and channel costs before demand is validated.

Lumos’s recommendation

Defer health food registration and begin with a small pilot through the ordinary blended wine route.

Precision manufacturing CEO illustrative avatar

Case 2

Precision manufacturing CEO

Value for the business: Stop treating sales promises as orders. Use small trial orders to test the overseas opportunity before deciding whether to expand.

Does the overseas opportunity justify inventory and on-site staffing?

Illustrative case

Business context

A precision manufacturer relies on a few large customers and faces declining gross margins. It seeks growth overseas, where a channel partner promises substantial first-year revenue but requires inventory, on-site staff and extended payment terms.

Potential risks

Treating sales promises as confirmed orders could trigger inventory and staffing commitments that are difficult to reverse. The overseas opportunity currently consists of leads and samples, with no deposits or purchase commitments.

Lumos’s recommendation

Avoid substantial inventory and staffing commitments until the overseas opportunity has been validated.

Software services CEO illustrative avatar

Case 3

Software services CEO

Value for the business: Avoid relying on signed contracts and hours alone. Run custom projects and subscriptions as separate, time-limited tracks with measurable evidence, then decide where to invest.

How should we invest in the shift from custom projects to subscriptions?

Illustrative case

Business context

A software services company has long relied on custom projects for a few manufacturing clients. After moving toward productisation, renewals fall well below expectations despite R&D spending, putting pressure on cash flow.

Potential risks

Using signed contracts or coding hours as substitutes for validation can distort capacity and payment assumptions. Blurring custom work and subscriptions may allow both lines to keep consuming cash.

Lumos’s recommendation

Distinguish signed contracts from cash collected, account for hours spent on internal testing, and include staffing costs in gross margins. Replace surface metrics with actual validation.

Co-created with experienced consultants

Lumos brings global consulting experience to your key decisions

Former partners and senior consultants who previously worked at McKinsey, Boston Consulting Group, Bain, EY and Roland Berger work with the Lumos team to refine the product and its strategic decision frameworks.

From analysis to action, practical consulting methods help you identify the key issues, compare your options and clarify your next steps.

What leaders say

Trusted by business leaders on the front line

朱攀

朱攀

硅星纪元 CEO

Lumos offers a remarkably comprehensive perspective and precise judgement—it often feels one step ahead in the questions it considers.

陈冲

陈冲

允度软件 CEO

Lumos helped me frame a low-risk path to capture the AI opportunity, build sustainable recurring income and strengthen long-term enterprise value.

洪倍

洪倍

唯路管理咨询 Founding Partner

Lumos helps founders find direction and uses coaching-style questions to surface the real trade-offs behind strategic choices.

陈建武

陈建武

上海温帕智能科技有限公司 General Manager

What founders lack most is often a calm voice asking them to reconsider a direction at the right moment. Lumos is that always-available strategic partner.

杨韶伟

杨韶伟

威而比科技 CTO

Lumos goes beyond producing answers; it guides teams through the core trade-offs and works especially well as a strategy sparring partner for technology founders.

王俊鹏

王俊鹏

九章云极 Vice President

A consulting partner from the future—grounded thinking that helps the business make the next leap.

李婷婷

李婷婷

EMOO AI CEO

Lumos gives me a high-quality strategic dialogue partner when I make decisions alone. It adds perspectives, reveals blind spots and helps me think more deeply.

李晨歌

李晨歌

灵坤恒宠 CEO

The executive roundtable gives founders access to a multidisciplinary advisory team and opens up new ways to frame and solve difficult problems.

肖运龙

肖运龙

中知数通 CEO

Lumos is a strategic compass that entrepreneurs can trust.

邓江灏

邓江灏

黔醉多酒业 CEO

Lumos helps business leaders anticipate operational risks across company stages and industry cycles, while learning from how other companies responded.