YOUR FOUNDER STRATEGY PARTNER
Understand what drives value, focus limited resources and turn strategy into measurable results.
01 / OUR APPROACH
Identify the few economic and strategic issues that matter most. Turn them into clear priorities and an executable plan.
Every strategic priority should be traceable to a value driver.
02 / WHAT WE DO
Start with the business need.
Ongoing support is optional.
What drives value?
See where your business creates and loses value, across products, customers, channels and locations.
Your economic engine, profitability pools and the 3–5 drivers that matter most.
Define the right unit for your business — a customer, order, route or another relevant unit. Compare profitability by segment and identify the strategic questions your economics raise.
Where should we focus?
Align your leadership team around strategic choices, growth priorities and a practical 90-Day Plan.
A Founder Strategy Blueprint that connects choices to execution.
What needs to change?
Keep progress connected to the value case with ongoing performance review and reprioritisation.
Performance review, reprioritisation and accountability as your priorities evolve.
Optional Fractional Chief Strategy Officer support continues the review of performance and priorities, keeping management actions connected to the business's value drivers.
03 / WHO WE HELP
The same economic discipline.
Support shaped around your context.
When profitability is unclear or limited capital faces competing demands.
Direct company engagementAt follow-on rounds, capital deployment decisions or strategic inflection points.
Portfolio value-creation supportWhen cohort or portfolio companies need stronger economics and execution.
Proposed Unit Economics + Sprint programs04 / FROM INSIGHT TO EXECUTION
Founder/CEO + 3–6 leaders.
Cohort scheduling to be agreed.
Founder discovery, economic diagnostic and leadership pulse.
Agree value drivers and strategic choices.
Set priorities, KPIs and a 90-Day Plan.
Founder Strategy Blueprint for CEO review.
Review progress and update the plan, scorecard and assumptions.
THE STARTING CONVERSATION
For a founder, a portfolio company or a cohort, begin with the business question and agree the scope of support.