By this point in the work, we’ve mapped the current business, explored scope stretch and defined the opportunity space.
Now we bring it back to the people who ultimately carry the risk.
We sit down with the CEO, COO, CFO, Head of People and CTO (and the Board where needed) to redefine three things:
– Vision – what we’re really trying to build now.
– Scope – where we will and won’t play.
– Objectives – what success must look like in the next 3–5 years.
This is where strategy meets the operating model.
We pressure-test the options against OPEX and CAPEX, resourcing, capability and risk. What can the business actually absorb? What breaks if we push too hard, too fast?
Once leadership is aligned, we take it on the road.
A structured “strategy roadshow” with the right layers of the organisation does two things:
– Surfaces practical feedback from the people closest to the work.
– Builds genuine buy-in.
Balance of growth isn’t a spreadsheet exercise.It’s the conversation that makes sure ambition, economics and execution can actually live together.
We get smaller brands ready for the next step, big brands back on track, and we build brands from the ground up.
We get smaller brands ready for the next step, big brands back on track, and we build brands from the ground up.