Strategy & Growth
Where to compete, what to charge and which bets to stop: decided against your own numbers, priced, and sequenced into a plan the board can hold you to.
£60–90k, fixed · quoted before we start
The engagement
Duration6 weeks
ShapeTwo of ours, your CFO and sales lead part-time
TeamA partner and a strategy lead
Fee£60–90k, fixed
Work that pays back first.
Most strategies are a list of markets that sound attractive. This one is a list of moves that pay, in the order they pay, with the arithmetic attached, and it is as willing to argue for exiting a line as for entering one. Six weeks, fixed fee, and the recommendation is written so that a board can disagree with a specific line of it rather than with the mood.
What it is not
A vision deck. A strategy you cannot start on Monday is a poster.
A market-sizing report: the total addressable anything is not a decision.
A recommendation that never says which line of business should stop.
4 steps, in this order, every time.
Where the margin goes
Contribution by segment, product and customer, rebuilt from the ledger rather than the management pack.
What the market will bear
Pricing tested on live quotes with your own sales team, in three segments.
The four calls
Every line of business marked grow, hold, fix or exit, with the arithmetic shown.
The plan
Owners, order and the first business case, presented to the board, not emailed.
Four parts, and what each is for.
Market & margin map
Where the profit actually is, by segment, product and customer, measured rather than remembered.
Pricing
What each segment will bear, tested on real quotes, not on a survey.
Portfolio calls
Grow, hold, fix or exit, one of four, written down, with the number behind it.
The plan
Twelve months, owners named, the first move costed and dated.
What you are holding at the end.
You leave with
The margin map: every segment, with its true contribution
A pricing architecture, tested on live quotes
A 12-month plan with owners and a first business case
+3.4pp gross margin, twelve months after repricing
Buy this when
01Revenue is growing and profit is not, and nobody can say which customers cause that.
02Two divisions want the same investment and the board is being asked to pick on volume of slides.
03You need a number for a budget round that will survive being questioned.
If none of these is true yet, the audit is the cheaper place to start.
Stage 01 of the method, 4 weeks of the 28.
The stages run in order, and each is bought on its own: the roadmap from stage 01 prices the rest, so nothing after it is bought blind.
“They told us which two product lines to stop. Nobody had said that out loud in six years, and it was the most valuable slide in the deck.”
Where it has been bought, and what it came to.
Range and pricing strategy at Ostro Retail Group
+3.4pp
gross margin, twelve months after repricing
Market entry and portfolio calls at Fennimore Foods
£12m
new revenue in the first year, two lines exited
The full record
64cases
Every engagement we are allowed to name, each with the figure agreed at the start.
All cases