Board advisory
Plans that survive contact with the P&L
We help directors choose where to invest, what to exit, and how to align management incentives with those choices. Work starts with portfolio facts—not vision statements.
Strategy engagements typically run 8–12 weeks: stakeholder interviews, segment economics, competitor pricing, then a board paper with explicit trade-offs and capital asks.
Vision & portfolio
Clarify which units earn cost of capital and which drain it. Exit or fix before growth spend.
Governance
Reporting lines, delegated authorities, and ASIC-aligned director duties baked into the plan.
Risk profile
Macro, supply chain, and liquidity scenarios with triggers—not generic risk lists.
Execution
Named owners, milestone dates, and KPIs tied to executive scorecards.
Strategy realisation matrix
| Pillar | Question we answer | Metric | Review |
|---|---|---|---|
| Portfolio | Where should the next dollar go? | Segment ROIC | Quarterly |
| Governance | Can the board see problems early? | Risk register freshness | Annual |
| Growth | Is the market entry sized honestly? | Payback on CAC | Project gates |
| Organisation | Do decisions travel fast enough? | Layers vs span ratio | Biannual |
"They forced us to quantify which divisions destroyed value. The exit decision was uncomfortable but obvious once the numbers were on the table."
How do you prevent shelf-ware strategies?
Every recommendation has an owner, budget line, and review date. We optionally stay for six months to audit milestone delivery.
Do you model acquisitions?
Yes—diligence support, integration cost ranges, and post-merge KPIs are part of growth pillar work.
Board cycle alignment
Strategy work is timed to your board calendar—interim readouts before the full paper so directors can challenge assumptions early.
Discuss a strategy mandate
Brief us on your portfolio and timeline for the next board cycle.