Corporate strategy
Make the growth plan stand up to questions.
Clarify what the business is building, where it can compete, and what resources it needs. We help management turn those choices into a plan for funding, execution, and board discussion.
When we help
A decision that needs a clearer basis.
Preparing for seed or growth funding
Connect the proposition, market assumptions, business model, and use of funds before investor conversations.
Choosing the next market or product
Compare growth options against available resources, operating requirements, and financial implications.
Preparing for a transaction
Organize the strategic rationale, business information, and management materials for a potential acquisition or sale.
The work
Work that supports the decision.
We examine the current business, test the assumptions behind its plans, and identify the choices management needs to make.
Each option is tested against the resources, timing, and information the business actually has, so management can see what a choice would require before committing to it.
- Positioning and proposition
- Growth and market options
- Capital allocation and funding needs
- Transaction readiness
Deliverables
Depending on the scope, you receive:
Each item is agreed in writing before work starts, with an owner on both sides.
- 01
A business plan
The proposition, target customers, and route to market, written so a reader outside the company can follow it.
- 02
A financial model
Operating assumptions linked to cash needs and funding milestones, with every assumption visible.
- 03
A strategic options paper
A comparison of the options, including costs, dependencies, and risks.
- 04
Investor materials
Supporting documents and an index of the information an investor may ask to see in diligence.
- 05
A board decision paper
The choice, the evidence behind it, and a recommendation framed for directors.
- 06
An implementation plan
The next steps with named responsibilities and dates, ready to hand to the team.
Funding preparation helps the company explain and evidence its plans.
It does not guarantee investment, a valuation, or a transaction.
How it runs
From question to decision.
A strategy engagement usually moves through four stages. The written scope sets the detail for each.
- 01
Frame the decision
Agree the question, who decides, and the evidence that would change their mind.
- 02
Test the assumptions
Review the market, the numbers, and the operating facts behind the current plan.
- 03
Shape the plan
Build the options, the model, and the recommended route, with the trade-offs stated.
- 04
Prepare for the room
Assemble the board paper or investor materials and rehearse the hard questions with management.
Next phase
Connect the plan to delivery.
If the strategy requires changes to the organization, reporting, or systems, define those needs as part of the next phase.
Common questions
Before you start.
Do you write the plan for us or with us?
With you. Management owns the plan and its assumptions. We bring structure, challenge, and drafting capacity so that the result is one the team can defend in its own words.
Can the work run alongside a fundraising process?
Yes, where the timetable allows. The scope can be arranged around investor meetings, with materials delivered in the order they are needed.
Will you tell us which option to choose?
We will set out the evidence and give a recommendation. The decision stays with the board and management.