Strategic Business Advisory

— The work

Most consequential decisions are made with less evidence than anyone would like and less time than the decision deserves. We sit on the principal’s side of that problem: reading the business as it actually is, naming the two or three choices that determine the next decade, and staying in the room while they are made.

Engagements typically open with a four-week diagnostic and continue as a standing advisory relationship.

— Typically includes

• — Strategic review and repositioning of the core business
• — Category definition, pricing architecture and go-to-market redesign
• — Board-level option appraisal ahead of a raise, sale or succession
• — Operating model design for the next order of magnitude
• — Standing counsel to the founder or principal between formal mandates

Discuss this mandate