Profit map
Revenue, margin and cash by customer group, product line, channel and region, so the debate starts from the same facts.
Corporate & business strategy
Decide where to compete, what to stop, and where the next dollar goes.
A strategy built from your own numbers: which customers, products and markets make money, where the business can realistically win, and the handful of moves that deserve capital and leadership time over the next two to three years.
WHEN COMPANIES CALL US
You may need this if…
- Every team has a growth plan, and together they need more money and people than you have.
- Revenue is growing but profit is not, and nobody can say exactly which parts of the business cause it.
- The board keeps asking for a strategy and the answer is a budget.
- A competitor, technology or customer shift has changed the market and the plan hasn't caught up.
- You are about to raise capital, bring in an investor or hand over leadership and need a clear story.
WHAT YOU GET
Outputs your team keeps and uses.
Market and competitor view
Where demand is growing, what customers buy on, and how you compare with the alternatives they consider.
Strategic choices
Three to five explicit decisions: where to grow, where to fix, where to stop, and what to build or buy.
Financial case
A model showing what each choice does to revenue, margin, cash and investment over three years, with downside cases.
Plan on a page
Initiatives with owners, milestones, budgets and the measures the leadership team reviews every month.
HOW IT WORKS
The work, step by step.
- 1Weeks 1–3
Establish the facts
Pull financial and customer data, interview the leadership team and key customers, and build the profit map.
- 2Weeks 3–6
Frame the options
Size the realistic options, test them against capabilities and cash, and narrow to the few worth deciding on.
- 3Weeks 6–9
Make the choices
Run decision workshops with the leadership team and board; agree what changes and what stops.
- 4Weeks 9–12
Turn it into a plan
Assign owners, budgets and measures, and set up the monthly review that keeps the plan alive.
QUESTIONS THIS ANSWERS
- Which customers, products and markets actually create our profit?
- Where can we win against the competitors customers really compare us with?
- What should we stop doing to fund what matters?
- What will the plan do to revenue, margin and cash, and what has to be true for it to work?
HOW WE MEASURE IT
- Revenue and margin from priority segments
- Capital and headcount moved to priority initiatives
- Initiatives on time and on budget
- Cash generation against plan
RUN THE NUMBERS FIRST
Free calculators for this decision.
Each one runs in your browser with your own numbers. Nothing is sent to us unless you choose to share it.CLIENT EXPERIENCE
What clients say about our strategy & value creation work.
For our acquisition of Modular Water, they really built the case with deep research. Highly professional. They took the time to work through a number of iterations of the project and maintained outstanding communication. Highly recommend.
Riggs EckelberryCEO, OriginClear HoldCoAryo were always available and more importantly adapted to my schedule incredibly well despite the time difference. The output was also professionally done and even went over what was agreed. It felt more like a partnership than a job. Wil recommend and reuse 100x over.
Dele BalogunCEO, Celebrations.ngWHERE THIS COMES UP MOST
Industries where this work matters.
COMMON QUESTIONS
Before you get in touch.
The output is a set of decisions with a financial model, owners, budgets and a monthly review. The slides are a by-product; the plan is what the team runs.
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