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StratEdge.

Four practices, one standard of work

Each service is led end to end by a senior consultant. Engagements typically run six to twelve weeks, with a defined deliverable rather than an open-ended retainer.

Consultants reviewing a strategic plan together at a work table
01

Business Strategy

Where should you compete, and how will you win there? We work with leadership to answer those two questions concretely, then translate the answer into a plan the operating teams can execute. That usually means choosing what not to do, which is harder to hold to than it sounds.

Key deliverables

  • A one-page strategy statement the whole company can repeat
  • Two to three prioritized growth bets with owners and dates
  • A decision calendar for the quarter ahead
  • A pricing and positioning review against your closest alternatives

Ideal for: founders and CEOs of companies past product-market fit who keep winning deals but cannot say precisely why.

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A consultant mapping customer research findings on a whiteboard
02

Market Research

Decisions made on instinct alone get expensive as the company grows. We run primary research such as interviews, win-loss conversations, and pricing surveys, alongside the secondary data that exists, to replace guessing with knowing. The output is written for decision makers, not for a research archive.

Key deliverables

  • A segmentation of who buys and, as importantly, who does not
  • Interview findings from 15 to 25 customer and prospect conversations
  • A willingness-to-pay read with recommended price points
  • A competitor teardown grounded in what buyers actually compare

Ideal for: leadership teams about to enter a new market, launch a product line, or reprice, who want evidence rather than a boardroom debate.

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An operations specialist working through a process map on screen
03

Process Optimization

Growth exposes every weak seam in an operation. We map the work as it actually happens, find the bottlenecks and redundant handoffs, and fix them with your team rather than at them. The result is measured in hours returned and errors avoided, and it shows up in the P&L within the quarter.

Key deliverables

  • A current-state map of your three to five core workflows
  • A prioritized fix list with effort, impact, and owner for each
  • Redesigned workflows with every handoff made explicit
  • A simple weekly metrics sheet the team maintains itself

Ideal for: COOs and operations leads whose teams work nights and weekends to keep up with demand that keeps rising.

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A small startup team working through plans on laptops in a shared workspace
04

Startup Consulting

The gap between a promising product and a durable company is mostly a set of learnable decisions: who the first customers are, what to charge, when to hire, and how to spend the runway. We work alongside founders through those decisions, drawing on operators who have made them before, badly and then better.

Key deliverables

  • A go-to-market plan for the next two quarters
  • An operating budget with realistic runway math
  • A first-hires sequence tied to the plan, not to titles
  • An investor-readiness review of the story and the numbers

Ideal for: first-time founders with early revenue, typically a team of 3 to 30 people, who want senior judgment without a full-time executive hire.

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