Strategy
Not a document, a set of decisions.
Good strategy turns these choices into a coherent path for capital, people, and management attention.
Common Strategy Challenges
Companies typically engage Strategy consultants when facing decisions that will shape the next phase of growth.
Growth has slowed and leadership needs a clear path forward.
Entering a new geography, market, or customer segment.
Competitive pressure is increasing.
Evaluating a new product, business model, or growth opportunity.
Building a board-approved strategic plan.
Improving profitability without compromising growth.
Creating a value creation roadmap following investment or acquisition.
Built for leaders
who need results.
Companies Entering India
International firms requiring structured market assessment, entry planning, and growth strategy.
Boards & C-Suite
Leadership teams evaluating growth opportunities, competitive positioning, and strategic priorities.
PE-Backed Companies
Value creation plans, portfolio transformation, integration support, and exit preparation.
Work with people who understand the work behind the title.
Depending on the challenge, companies may be matched with:
Strategy Engagement Manager
Corporate Strategy Principal
Growth Strategy Director
Transformation Partner
Logos are shown only to indicate prior experience represented within our consultant network.
Strategy expertise across industries.
Problems solved. Outcomes delivered.
3-Year Growth Strategy for a Fintech Entering India
The company planned to enter India following growing demand for UPI-linked payment infrastructure and cross-border banking integrations. While the leadership team had validated the market opportunity internally, they lacked direct operating experience with Indian banking partnerships, regulatory processes, and local commercial onboarding realities.
An independent strategy consultant evaluated three India market-entry approaches across a five-year horizon. The engagement included commercial modelling, regulatory risk assessment, banking partnership evaluation, and operating structure recommendations. Particular attention was given to partnership sequencing, regulatory dependencies, and the practical challenges foreign fintech companies face while building credibility with Indian banking institutions.
The company selected a Banking-as-a-Service integration route as the preferred entry model and aligned around a phased India rollout strategy before beginning local expansion hiring.
100-Day Growth Strategy for a PE-Backed D2C Brand
Following a growth investment, the leadership team had ambitious revenue targets but limited alignment on where profitable growth would come from. Marketplace sales were increasing, but customer acquisition costs were rising, repeat purchase behaviour remained inconsistent, and the owned website contributed less than expected. Different teams were using different definitions of channel performance, making it difficult for leadership to separate sustainable growth from promotional volume.
An independent strategy consultant built a unified view of customer, SKU, and channel economics across the business. The engagement included cohort analysis, contribution-margin modelling, customer interviews, and a review of marketplace and owned-channel performance. Three growth scenarios were evaluated with particular focus on retention behaviour, hero-SKU dependency, bundle structure, and channel roles across acquisition and repeat revenue.
The leadership team approved a profitable-growth plan centred on a smaller set of core products, stronger retention journeys, and clearer channel responsibilities. Low-margin promotional activity was reduced, selected bundles were redesigned for the owned website, and marketing investment shifted toward customer cohorts with stronger repeat behaviour.
Need help making a strategic decision?
Share a brief and we'll connect you with a consultant who has experience solving similar challenges.