01
Decide.
We help make the call when the answer isn't clear.
- Strategic sparring
- Decision framing
- Benchmarks & intelligence
- Business model
- Go-to-market
CLARITY / ALIGNMENT / AMBITION
For the decisions that shape what comes next.
Curiosity works alongside founders, investors and leaders when something important needs to be challenged, clarified or put into motion.
Moments we enter
When the obvious answer isn't good enough.
We enter when the question is still open — and stay close enough to see the answer through.
Raising a fundPre-seed to growth.
Launching a B2B offerFrom idea to market.
A strategic forkOptions, trade-offs, direction.
Entering a new marketGeography, vertical, segment.
Repositioning the companyNarrative, audience, impact.
A launch that has to matterProduct, fund, company.
What we do
02
Position.
We turn decisions into positions people can follow.
- Positioning
- Strategic narrative
- Founder & executive voice
- Influence
- Content
DIFFERENTIATION / NARRATIVE / OPPORTUNITIES
03
Move.
We stay close enough to make it happen.
- Launches
- Partnerships & communities
- Campaigns & PR
- Selected execution
- C-level shadow support
EXECUTION / PARTNERSHIPS / IMPACT
Who we are
Founder-led by design.
Louis Carle & Étienne Portais
After thirteen years building Maddyness, we founded Curiosity around a simple idea: leaders need sharp outside judgment at the moments that matter most.
Clients work directly with us — from strategic sparring to narrative, go-to-market and selected execution.
More about us ↗Selected clients
In good company.
Selected questions
The work often starts with a question.
Different roles, different entry points. The pattern is the same: the first question is rarely the real one.
Founder
When the business, financing and story all start moving at the same time.
Should we raise now?What would the capital actually unlock?
Is the problem the story or the business?What needs to change before the story can work?
What should new capital actually change?What becomes possible that isn't possible today?
Investor
When a thesis, a fund or an announcement needs to become a position the market remembers.
How do we make the fund matter beyond performance?What position can we credibly own?
How do we turn an announcement into a strategic moment?Who needs to believe what, and why now?
What is the real signal we want to send?What should we be known for saying no to?
Corporate leader
When a strategic project needs attention externally — and credibility internally.
How do we launch something nobody was waiting for?What makes the offer worth attention?
How do we prove this internally?Which evidence changes the decision?
How do we build momentum across markets?What must stay fixed, and what can flex?
Ways to work with us
Close enough to be useful.
The format follows the decision — not the other way around. Most engagements fall into two modes.
Bring us the question ↗01 · Advisory
Ongoing strategic advisory.
Direct access to us alongside the leadership team: a focused weekly point, asynchronous sparring between sessions, review of strategic documents, a decision ledger and targeted connections when they genuinely help.
02 · Influence
Focused influence engagements.
For a subject, company or leader that needs to exist with the right people: positioning, executive voice, ecosystem mapping, influence moments and selected introductions.
What they say
Useful, not ornamental.
“In one session, they articulated what we had been struggling to formulate for weeks.”Co-founder · Growth company
“They see the strategic question, the narrative and the people around it at the same time. That changes the quality of the decisions we make.”Managing partner · Investment firm
“They don’t stop at recommendations. They challenge the thinking, identify what matters and help turn it into something that actually moves.”Senior executive · Large organisation
“Every conversation seems to compress weeks of thinking into a much clearer set of choices.”CEO · Independent company
Our latest book
Gut Feeling.
L'art de décider sans (trop) se planter.
After years spent watching founders and leaders make consequential decisions with incomplete information, we became curious about decisions themselves.
Louis Carle & Étienne Portais
Flammarion · 2026