Strategy & Transformation
Business strategy for consumer businesses.
A strategy is only useful if the leadership team can act on it on Monday. We work with boards and executives to establish where the business will compete, what it will stop doing, and what has to be true for the plan to work.
What the work covers
- Where the business competes, and where it should not
- Category, channel and customer priorities
- Business model and unit economics
- Capability and investment required
- A plan with owners, sequence and measures
When businesses engage us
- The plan has not been revisited since the business changed shape
- The leadership team disagrees on priorities
- Growth is available in more directions than the business can fund
- A new chief executive or investor is setting direction
How we approach it
We start with the commercial facts: margin by product, channel and customer, and what the market will actually pay.
We test options against cash, capability and risk rather than ambition alone.
We stay involved through execution, because that is where strategies fail.
Common questions
- How long does a strategy engagement take?
- Most are six to ten weeks to a decided plan, depending on how much commercial analysis is required. We then commonly stay engaged in an advisory capacity through delivery.
- Do you produce a report?
- We produce a short decision document the board can act on, not a deck that restates the business back to itself.
- When the board becomes part of the problem.
A struggling business does not always have an operating problem. Sometimes the problem is sitting around the board table.
- Growing fast. Running out of cash.
Revenue is climbing, retailers are ordering and everybody thinks things are going well. The bank balance says otherwise.
Start a conversation
Discuss the situation.
Tell us where the business is and what has to change. We will be direct about whether we are the right partner.