01
Read the file
Last eighteen months of actuals, the current forecast and the decisions already circling the board.
What we take on
From ambition to a funded calendar
Founders often arrive with a slide and a hope. We turn that into a three-year view of cash, headcount and capital — then a twelve-month operating cadence the board can hold us to.
- Integrated P&L, cash and balance-sheet model
- Capital allocation and dividend policy
- Board pack redesign and meeting cadence
- Scenario work before a hire, site or acquisition
The work
How a strategy brief runs
02
Build the model
One workbook the FD can own. Drivers, not a black box. Stress cases the board has already named.
03
Hold the room
A working session, not a reveal. We argue the numbers until the plan can be run next Monday.
04
Keep the cadence
A monthly pack and a quarterly re-forecast so the plan does not become a forgotten PDF.
On the file
Who sits with you
Elena Hart leads strategy briefs. James Okoye joins when capital or a sale is in the room. You get a named pair, a weekly working slot, and a date the first pack will land.
See a related case
Bring the decision, not the slides
Forty-five minutes with a practice lead. Bring the last pack, the VAT position and the decision you need to make.