Context
Market, operating, and financial pressures, set out plainly.
Strategy your board can approve and your team can explain
A three-to-five year plan built from your evidence, not a template. Fixed fee, eight to twelve weeks.
Evidence-led
Stakeholder interviews and a written evidence base show your working to your board and any regulator who needs it.
Workshop-driven
Three or four structured sessions with your senior team, scheduled around operational reality.
Publish-ready
Final document in your house style, with a year-one operating plan attached.
No scope creep
Boundaries are agreed in writing. Change requests get a straight answer.
From scoping call to board-ready document
Scope
Boundaries, stakeholders, and workshop dates agreed in writing.
Listen
Interviews and evidence review build the factual base.
Design
Workshops turn choices into draft strategic outcomes.
Deliver
Final strategy, operating plan, and board presentation.
Standard strategy engagement
Discovery
Evidence and listening phase.
- Scoping brief
- Stakeholder interviews
- Document review
- Stakeholder map
- Evidence annex
Facilitation
Workshops with your senior team.
- Three to four workshops
- Draft chapters between sessions
- Decision log
- Risk and assumptions register
Delivery
Board-ready outputs.
- Strategy document
- Year-one operating plan
- Board presentation
- Publication-ready formatting
Frequently asked questions
What is strategy development?
A three-to-five year plan that sets out where the organisation is going, what it will do, and how it will measure progress. Built from stakeholder interviews and evidence, not a template.
How long does it take?
Eight to twelve weeks for most organisations.
What does the organisation have to contribute?
Three to four workshops with the senior team, plus access to existing documents and stakeholders for interviews.
What does a board-ready strategy include?
Clear priorities, what you will stop doing, measurable indicators, a year-one operating plan with named owners, and an evidence base that shows how the conclusions were reached. Not generic statements copied from elsewhere.
Do you work across sectors?
Yes. SMEs, public bodies, and larger organisations. The interviews, workshops, and written outputs are the same; what changes is the governance context and who needs to sign the plan off.
Guides and articles
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Governance reviews
Check board structures before you lock in a three-year direction.
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