Direction-setting grounded in evidence. We help leadership decide where the organisation will compete and what it will stop doing, and we price both sides of that decision in numbers a board can hold us to afterwards. The stopping is the harder half. It is also the half most strategy work quietly leaves out.
Growth has stalled and the honest explanation is structural, not commercial.
The portfolio has accumulated businesses, products or regions no one would choose today.
The leadership team holds three different strategies, each of them unwritten.
A major bet is coming, whether an acquisition, a market entry or a technology platform, and it needs a case that will survive contact with reality rather than merely surviving the board meeting.
Where the economics actually are, business by business. Revenue is the easy part. The work is in allocating cost and capital honestly down to the unit that earns it, which is where most portfolio reviews stop, because the allocation is contested, the contest is political, and the number that survives the argument is the only one a board will act on.
The choices, the logic and the numbers, signed by the executive team. If they will not sign it, it is not yet the strategy.
Each choice priced, with the baseline it will be verified against. We build the pricing from the client’s own ledgers rather than from the plan.
Drawn phases, three commitments or fewer per phase. That ceiling is what clients push back on hardest, and we keep it, because a phase carrying twice that number has no spare capacity for the one thing that always goes wrong.
Primary data, unit economics, structured interviews. No workshops yet. What we need from the client in the first week is access to the transaction data and the finance model behind it, and that is the item that slips most often, because the data usually sits with several people who each believe someone else owns it.
Three genuinely different paths, each priced, each with a kill test. None of them is the status quo dressed up.
A working session with the executive team. We take a position; the team decides.
The first phase is loaded and the strategy moves to execution.