Corporate strategy, growth, pricing, operating model, and organisation, with the follow-through to make it stick.
Think
Diagnose, decide, and put a date on it.
- Corporate & business-unit strategy: value trees, OKR cascades, 100-day plans
- Market entry & subsidiary strategy, India and cross-border
- Pricing & monetisation strategy
- GTM & channel strategy: sales motions, territories, partner programs
- Product & portfolio strategy
- Operating model & process diagnostics
- Org design & role architecture
Every strategy engagement ends in a plan with owners and dates, not a deck that retires to a drawer.
Transform
Build the machinery the strategy needs.
- OKR rollout & governance cadences
- Pricing implementation: price books, approval flows, sales-ops rules
- GTM build: playbooks, enablement kits, territory plans
- SOP & policy kits: order-to-cash, procure-to-pay, record-to-report
- Operations control tower: KPI suites, alerts, owner routines
- Policy & handbook build, leadership development, change enablement
The firm that wrote the SOP also configures the approval matrix and trains the team on it.
Operate
Keep the rhythm after the project ends.
- Growth ops: CRM & pipeline hygiene, campaign calendars
- Sales enablement ops: proposals, case libraries, win–loss logs
- Shared services: AP, AR, and order management under SLAs
- Vendor performance & contract ops
- HR ops & performance cycle support
Monthly rhythms with SLAs and a single owner, so the improvement survives the quarter it was built in.
A worked example
An OKR cascade rollout typically runs company objectives down to team-level key results inside a single planning cycle, with a governance cadence (usually monthly) that reviews progress against the numbers, not against how busy each team felt. The same discipline applies to a GTM playbook: enablement material and territory design built together, so sales operates from the same plan marketing built, not a version reinterpreted after the fact.
Common questions
What’s the difference between a strategy engagement and an operations engagement here?
Strategy work (Think) diagnoses and decides (value trees, OKR cascades, market-entry calls) and ends in a plan with owners and dates. Operations work (Transform/Operate) builds and then runs the machinery the plan needs, down to the shared-services desks that keep it running month to month. Most engagements start with Think and only move to Transform once the decisions are made.
Do you help with India market entry specifically?
Yes. Market entry and subsidiary strategy for India and cross-border expansion is one of the core Think-stage offerings, and it feeds directly into our GCC in India practice if the entry vehicle is a captive centre.
Can you just run our sales or growth operations without touching strategy?
Yes. The Operate tier (growth ops, sales enablement, shared services, vendor and HR ops) runs standalone under a monthly SLA with a single owner; you don’t need to have gone through a Think or Transform engagement with us first.
From strategy memo to Monday morning.
Every engagement ends in a plan with owners and dates.
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Start a conversation about this.
Five business days from first conversation to a written, fixed-fee proposal. The cost is known before the work begins.