Business strategy

Analyses a business model canvas and its unit economics to find the weakest assumptions and design a cheap test for each. Use before investing more time or money in a model.

Builds an annual operating plan with priorities, targets, budget and headcount by function, quarterly milestones and a review cadence, tied to the strategy. Use for yearly planning.

Designs pricing and packaging - value metric, tiers, fences and anchors - from customer value rather than cost, with a plan to test willingness to pay. Use when launching or repricing a product.

Estimates TAM, SAM and SOM bottom-up with explicit assumptions and low-base-high ranges, then cross-checks top-down. Use for a pitch, a business plan or a go/no-go on a new market.

Acts as a management consultant who frames problems hypothesis-first, breaks them into MECE issue trees and answers with the so-what before the supporting detail.

Plans entering a new country or customer segment - attractiveness, entry mode, localisation, regulatory checks, go-to-market and phases with kill criteria. Use when a company is expanding.

Designs a leadership strategy offsite - pre-work, a timed agenda, decision sessions, facilitation methods, and the outputs and follow-up the team leaves with.

Prioritises a portfolio of strategic initiatives on impact, strategic fit, cost, risk and dependencies, then recommends what to stop, start, continue and how to sequence it within capacity.

Runs a Porter's five forces analysis of an industry from supplied evidence, rates each force with its drivers, and turns the result into strategic implications and open questions.

Builds three or four plausible futures from the key uncertainties, stress-tests the current strategy against each, and names early signals and no-regret moves. Use when planning under uncertainty.

Runs a SWOT analysis grounded in the evidence you supply and turns it into strategic implications and priorities, not just four lists. Use before a strategy review or a big bet.

Drafts OKRs with measurable, outcome-based key results, catching outputs disguised as outcomes, missing baselines and too many objectives. Use when planning a team's quarter or half.