Planning does not lead to doing
Most organisations already recognize the areas they need to focus on to scale and future-proof their businesses.In fact, many have already planned projects tied to these strategic areas and added them to their backlog.But it can be hard in the face of core business demands to commit time, expertise and talent to these endeavours.As a result, these projects often remain in the backlog, as leads prioritise immediate needs over future potential
92%
of scale ups have projects in their backlogs they never expect to get to
87%
of founders avoid starting strategic projects due to a lack of bandwidth
MOST KNOW WHAT NEEDS TO BE DONE TO FUTURE PROOF
In fact, most have already planned projects tied to these strategic areas and added them to their backlog.But it can be hard in the face of core business demands to commit time, expertise and talent to future-focus.So projects remain in the backlog, as leaders prioritise short term gains over long term investments
Deploying scarce strategy resource
While this may make sense in the moment, robbing your future to pay for your present brings little in the long run.The truth is, you need to find a way to do both: optimise your existing business while ensuring that critical future-facing backlog projects, big or small, are still completedUltimately, it’s the outcomes that matter, not the inputs. So, when strategic tasks begin to put stress on time, capacity or talent it's time to be creative to solve for that.
CRITICALITY VS.
CAPACITY CHOICES
My name is George
I can Help you
I provide a specialised consulting and advisory service focused exclusively on helping growth companies and corporations address key items in their strategy backlog.These critical projects (e.g. market entry analysis, enterprise strategies, due diligence, or narrative reframing) consistently fall by the wayside. No one owns them. No one will commit.But these projects are often key for good decision making to happen. They just need someone experienced to own them with them for the downstream value to be unlocked.
CRITICAL SHORT TERM SPRINT (2-4 weeks)
Designed for very clear, very time critical needs in preparation for a known and strategic future event of great importance or consequence to the organisation (e.g. venture fundraising, keynote address, must-win client pitches etc).You have the data and know the goal, but need direction and tenacity to shape the narrative, corral the team and ensure the outcome is as good as it could be.
Fundraising, Early stage AI venture
The challenge: A high calibre early stage AI venture with clear technical and talent differentiation sought to raise funds from a global VC, but lacked clear market positioning and a compelling commercial value propositionThe collaboration: A high intensity two week sprint to devise and validate the commercial proposition, reframe the northstar narrative, develop the pitch materials, and delivery of pitch to the investment committee as CEO.The outcome: Funding offer secured for founding team
1. CRITICAL AGILE SPRINT (2-4 weeks)
Designed for clear, very time critical needs in preparation for a known and strategic future event of great importance to the organisationScenario: You have the data and know the goal, but need direction and tenacity to shape the narrative, corral the team and ensure the outcome.Example(s): Venture fundraising, keynote address, must-win pitches)**
Fundraising, Early stage AI venture
The challenge:
A high calibre AI venture with clear technical differentiation sought to raise funds from a global VC, but lacked clear positioning and value propThe collaboration:
A high intensity two week sprint to devise and validate the commercial proposition, reframe the northstar narrative, develop the materials and deliver pitchThe outcome:*
Funding offer secured for team
IMPACTFUL MID TERM PROJECT (6-12 weeks)
Designed for strategic initiatives requiring comprehensive analysis and thorough execution, often tied to significant business transformations but perhaps not belonging to any one department or group (e.g. market expansion, new product or servicer launch, growth or gtm narratives).You have the ambition and some of the insights, but need in-depth research, strategic alignment, and focused implementation to drive successful outcomes.
Desigining a new discovery process
The challenge: A product creation company sought to reimagine how they could qualify leads better, whilst also showcasing their differentiation to clientsThe collaboration: We developed a new discovery node in the commercial cycle focused on re-deployable cross-capability exposure and client co-creation. I led the first few deployments leading to new client wins.The outcome: The approach significantly improved qualification and conversion and was rolled out to the wider organisation as a best practice differentiator.
2. MIDTERM PROJECT (6-12 weeks)
Designed for initiatives requiring comprehensive analysis and execution, often tied to significant business transformationsScenario: You have the direction and some insights, but need in-depth research, alignment, and focused implementation to drive outcomesExample(s): Market expansion, new product launch, gtm narratives**
Desigining a new discovery process
The challenge:
A product creation company sought to reimagine how they could qualify leads better, whilst also showcasing their differentiation to clientsThe collaboration:
A 6 week deepdive and immersion into the sales organisation and synthesis of a unique discoveryThe outcome:
A new Node driving improved conversion but also heightened efficiency and transparency
TRANSFORMATIVE PARTNERSHIPS (>3m)
Designed for complex, high-stakes projects requiring extensive planning and sustained effort, aimed at driving long-term growth and innovation (e.g. enterprise growth strategy, AI digital transformation strategy). Often associated with wider fractional / interim CXO or C-1 leadership and direction needs.You need a complete end-to-end need which needs to be developed from the ground up (tech, people, culture, growth etc) You want outcomes not inputs to enable delivery.
Launching an industry vertical
The challenge: A silicon valley based consulting firm sought a commercial GTM strategy for a new industry verticalThe collaboration: Immersion and discovery of core capabilities, synthesis of market trends and potential. Development of a north star and series of strategic platforms. Development and prioritisation of core opportunity spaces with GTM to be deployed by sales teamThe outcome: Successful launch and scale of industry practice as interim industry lead. Successful handover to internal leadership for further development
2. PARTNERSHIPS / PROGRAMS (3m+)
Designed for complex, high-stakes roll-outs requiring planning and sustained effort, aimed at driving long-term growth and innovation Scenario: You need a complete end-to-end need which needs to be developed from the ground up (tech, people, culture, growth etc)Example(s): enterprise growth, AI digital transformation strategy**
Launching an industry vertical
The challenge:
A silicon valley based consulting firm sought a commercial GTM strategy for a new industryThe collaboration:
A 12 week partnership developing and prioritising core opportunity spaces with GTM and VP elementsThe outcome:
Successful launch and scale of industry practice as interim industry lead. Successful handover to internal leadership
