Most boards know where they want the business to go. What they lack is the focused time to engineer the how. We build the models, the infrastructure and the capability that get you there — then hand them over.
Three things separate an engagement that changes the business from one that produces a document.
Every engagement ends in things your team owns: a live model, a board pack, a clean data room. Not a slide deck that ages in a drawer.
Disparate data pulled into one source of truth, so the numbers on the screen are the numbers the board argues about.
Same-day reply
We reply the same day and work in weeks, not quarters. Velocity is the third leg of the method for a reason.
Ninety percent of strategies stall at the conversion point — the handover from foresight to free cash flow. Three stages, in order, is how we stop that happening.
Progress stalls when the wrong question gets a brilliant answer. We start by pressure-testing the premise with the people who own the outcome, then write down what we are really solving for.
Disparate data becomes a single source of truth. Every assumption is visible, every scenario is switchable, and the number the board argues about is the number on the screen.
Insight only counts once it moves. We build the board pack, run the workshop and train the operators — then work ourselves out of the job. Capability stays in-house.
Buy-side and sell-side advisory, from target screening through to a defensible price.
Independent valuations and diligence that survive a room full of sceptical investors.
Scenario-driven models your team can open, understand and keep using after we leave.
Structuring the raise, building the story, and getting the numbers investor-ready.
Sales infrastructure, data pipelines and bespoke tools that move real operating numbers.
Board decks, EXCO workshops and frontline playbooks that turn insight into coordinated action.
Our principal consultant and head of commercial both hold the CFA charter — the analysis is done by the people who sign it.
Co-founded a business selected among ten startups for the accelerator’s first African cohort, and served as its CFO.
Engaged from Zimbabwe, Zambia, Kenya, the DRC, Uganda, Nigeria, Botswana, Tanzania and Spain.
A Singapore-headquartered operator needed the whole apparatus — sales infrastructure, remuneration model, and the reporting to run it. We built it, and it now distributes millions in revenue across markets in Asia and Europe.
Research we publish because arguing about it sharpens the advice we give.
A short note is enough to start. We read every message ourselves and come back the same working day.
