Most leadership teams overestimate the quality of their strategy.
And underestimate the difficulty of making it happen.
That gap is where I work.
Let's talkThe numbers in a strategy need somewhere to come from
Every strategy eventually sets an economic ambition for growth, margin and profitability.
Do the strategic choices and priorities actually add up to it?
That means being explicit about where growth will come from, what will improve margins and how much more economic value the business can create from its customers, products, pricing, costs and assets.
A good strategy makes those choices explicit. Its priorities have a credible link to the P&L the business wants to deliver.
Then the organisation has to make it happen.
This is where strategies start to lose their edge. Priorities multiply. Different functions interpret them differently. Management attention gets spread across too many initiatives.
Decisions that should have been settled by the strategy keep returning to the table.
The quality of a strategy shows up in the P&L, the choices management makes and what the organisation does differently.
I work directly with CEOs and management teams on all three.
Where to start
EBIT Sprint
You've been more profitable than you are now.
Some of the difference may have explanations you cannot change. The question is how much you can.
EBIT Sprint gives your management team one focused day to find and quantify concrete EBIT opportunities from within your existing business.
Before the Sprint, we agree the relevant EBIT gap. On the day, your management team works with company data and its own knowledge of the business to find opportunities across growth, margin and efficiency and put an annual EBIT value on them.
The opportunities are tested for assumptions, overlap and effects already contained in the plan. At the end of the day, you decide which opportunities are worth taking forward and which need further investigation.
The target: opportunities you select worth at least 25% of the agreed EBIT gap in annual EBIT potential.
Explore EBIT Sprint →What follows
Strategy & Execution
Your strategy has a financial ambition. Do the priorities add up to it?
Sometimes the starting point is a new ambition or a business that needs a new direction. Sometimes the strategy has already been approved by the board, but priorities have blurred and execution has stalled.
I work with CEOs and management teams across both situations, from diagnosis and the strategic choices themselves through to the priorities, measurable outcomes and management rhythm required to make them happen.
The result: clear strategic choices, a small number of priorities and a credible link between what management decides to do and the P&L it wants to deliver over the strategy period.
Strategy Launch & Activation
A strategy only starts working when the organisation knows what it means for them.
A strategy can be clear in the management team and much less clear further into the organisation.
I design strategy launches that combine clear leadership communication with structured conversations across the business. Leaders explain the ambition and choices. Managers work with their teams on what the strategy means, what has to change and what could get in the way.
The result: the strategy moves out of the management room. Managers can explain it, teams know what it changes for them and decisions start reflecting the choices management has made.
Value Propositions
Your growth priorities should change what your sales team says to customers.
Your strategy may identify the markets, customers and sources of growth that matter most. The commercial story has to make those choices relevant when a customer asks, "Why you?"
I turn revenue priorities into differentiated value propositions built around the problems and outcomes that matter to the customers you need to win.
The result: your growth priorities become differentiated reasons for the customers you need to win to choose you, giving sales a sharper case to make in pitches, customer conversations and tenders.
AI as a working discipline
AI is built into how I work across analysis, preparation and execution.
It allows us to work through more company data, test assumptions earlier and quantify opportunities faster. Management provides the business knowledge and judgement.
I also help clients apply AI to specific work their teams already do, particularly in commercial and business development workflows.
Work that landed
F.C. København
From post-COVID reset to a unified club ambition. Revenue target reached within two financial years.
Read the case →NCC
From a serious incident to a shared zero-accidents ambition. Accident rate halved within two months.
Read the case →Kellogg's MedMEA
From 'manage for profit' to a 500 MUSD growth region. Revenue doubled within the strategy period.
Read the case →Let's talk
If you recognise your own situation in any of this, a short conversation is often the fastest way to find out if there is a fit.
Let's talk →