Direction-setting grounded in evidence. We help leadership decide where the organisation will compete, what it will stop doing, and what those choices are worth — in numbers a board can hold us to.
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 — acquisition, market entry, technology platform — needs a case that will survive contact with reality.
Where the economics actually are, business by business.
The choices, the logic, the numbers — signed by the executive team.
Each choice priced, with the baseline it will be verified against.
Drawn phases, three commitments or fewer per phase.
Primary data, unit economics, structured interviews. No workshops yet.
Three genuinely different paths, each priced, each with a kill test.
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.