There is danger in winning, because the most critical blind spots are hiding inside your growth.
When revenue is climbing and everything moves fast, nobody wants to slam the brakes to ask hard questions. But that’s exactly when unchallenged assumptions turn into permanent detours. We step into that fast lane with you, not to slow you down, but to ensure your speed isn’t just taking you to the wrong destination faster.
LuminaryHub was founded by Lili Kunfalvi and Anastasia Tóth. Between us, we cover market research, brand strategy, and strategic planning – expertise that’s genuinely complementary, not just combined. Lili works from the data outward: understanding markets, audiences, and the nuance that makes the difference. Nastya works from the strategy inward: turning that intelligence into direction, structure, and decisions that hold up under pressure.
What brought us together wasn’t a gap in the market. It was a shared frustration.
Again and again, we watched businesses make consequential decisions on foundations that nobody had examined closely enough.
Research was commissioned to confirm existing beliefs rather than challenge them. Strategies were built around assumptions that had gradually become accepted as facts. Smart teams spent months optimizing execution while the underlying questions remained unresolved.
That pattern is what LuminaryHub was built to address.
I've spent over eleven years in marketing, with the last six focused almost entirely on strategy. Over that time I've worked across hospitality, tech, FMCG, and CX — with companies ranging from large multinationals to small nonprofits, across both B2B and B2C. When I work with a leadership team, I'm not starting from a template. I'm starting from what's actually true about their business.
I have a background in consumer psychology, and over ten years that's translated into strategy projects across FMCG, retail, and qualitative research. I've worked with clients from both the research and the strategy side, across industries and company sizes, which means I've experienced the gap between the two firsthand. That's why I make sure the research foundation is actually there to build on.
They’re usually at a point where growth has created more moving parts than the original strategy was built to handle. New SKUs, fresh geographies, distribution partnerships — each stretching the original positioning further. Teams describe the target customer as “evolving” because the old boundaries no longer fit. The website messaging gets rewritten every few months, the sales deck contradicts the homepage, and the founder’s external interviews have quietly shifted too. The brand has evolved in practice, but not in any way the market can see clearly.
What we ask for in return is simple. A leadership team that’s thinking beyond the next campaign, and willing to question what they thought they already knew about their own company.
If this sounds like where you are
We work alongside you as a thinking partner. Not as the team that delivers a deck and disappears. In practice, that looks like this:
When growth gets loud and every decision feels urgent, we help you figure out which ones actually matter.
Making sure what you're promising externally matches what's actually happening inside the business.
The ones that slow down a decision just long enough to make sure it's the right one.
Before a misalignment between strategy and execution turns into something expensive to fix.