Strategy · Financial model · Road map

Strategies thatsurvivethe handover

We take apart the market and the business model, cost out the options, and carry the chosen one through to a plan with owners and dates. Not a deck for the shelf, but a document people work from.

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years

Of consulting practice

> 120

projects

Carried to implementation

consultants

Sector and function teams

countries

Project geography

practices

From strategy to KPI systems

01Approach

How we work

Arithmetic, not opinion

Every strategic option gets a financial model. The choice between them is explained with figures you can check and rerun yourself.

Through to the work

A project ends with a road map, not a deck: who does what and by when. Without that, a strategy stays a document.

A team per task

The team is assembled for the sector and the kind of task. Remote where remote is enough, on site where the shop floor and the warehouse matter.

02Our services

Eight services, with the scope of work for each

01Strategy designFrom market and business model analysis to a financial model of the chosen option and an implementation plan7 steps 02Market analysisMarket size, trends, segmentation and competitor business models4 steps 03Business plan developmentA financial and economic model, a document pack and participation in investor meetings6 steps 04Investment materialsA base financial model and presentation materials for investor meetings4 steps 05Business process optimisationAs-is process description, inefficiency zones, target processes, KPIs and FTE calculation5 steps 06KPI system designKPIs for functions and their heads, with formulas, targets and a link to the incentive system4 steps 07Competitive benchmarkingSegmentation of the competitive landscape and collection of competitors’ financial and product metrics3 steps 08Strategy session preparationPreliminary analysis, session facilitation and visualisation of the outcome3 steps

All services

03Clients

Twenty companies across fourteen sectors

The names are fictional: a demo does not show real clients. The sector appears on hover.

NWNordwellMetals

ВКVektor GroupMachinery

АБArbat BankBanking

ПЛPolelanAgriculture

SLSilverlineRetail

ТПTehpromIndustry

МДMeridianLogistics

КМKamenaConstruction

BFBluefieldE-commerce

АРAuratEnergy

SMStenmarkFMCG

ОРOrbitaTelecom

LGLindgrenPharma

ПГProgressTransport

HCHalcyonHealthcare

РДRodnikFood

АКAksiomaFinance

ГРGranitMining

WPWestportPorts

АЛAltairInstruments

04Engagements

Sectors, tasks and geography

Examples of the tasks clients arrive with. Filter by sector, type of work or country and the globe turns to the one you pick.

Countries named in the projects · drag to rotate

01FMCG

Food producer

Splitting a product line across grocery chains, discounters and own outlets: who sells what and at what price

Cannibalisation between channels reduced, line margin up by 6 points

02Banking and finance

Universal bank

An SME strategy: customer segmentation, a product offer per segment and unit economics per client

03E-commerce

Delivery service

Assessing four foreign markets for entry: size, regulation, competitors, cost of entry. Picking two and planning the launch

Launch in the first country in 7 months instead of the planned 12

All engagements

05Team

Who does the work

Teams are assembled for the sector and the kind of task. Below is the core of the practice: the four people the practices rest on.

АМ01Andrey M.Managing partnerCorporate strategy and financial modelling in industry and retail17 years in consulting

ЕК02Elena K.Partner, operationsProcesses, organisational design and performance systems14 years in consulting

ДС03Dmitry S.Practice director, marketsMarket analysis, benchmarking and market entry11 years in consulting

ИТ04Irina T.Head of modellingFinancial models and scenario testing of decisions9 years in consulting

The whole team

06Publications

What we take apart between projects

Strategy2026-09-18 · 7 min readWhy strategies do not survive the handoverEight typical points where a strategy document loses touch with the work, and what changes if you close even three of them.Read

PerformanceMeasures that actually change behaviourWhat separates a KPI system people work by from one that gets filled in quarterly and forgotten.2026-07-02

Market entryWhat market entry actually costsThe cost lines that routinely miss the model, and why entry usually takes twice as long as planned.2026-04-11

All publications

07Instrument

Fifteen questions about your strategy

The answers build a profile across five dimensions and show where the company is thinnest. Nothing is sent anywhere: the result stays in your browser.

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15 questions · about 6 minutes · no sign-up

01Strategy clarityWhether the choice is made: not a list of intentions, but a decision about what the company will not do.
02Market insightWhether decisions rest on a verifiable picture of the market or on management intuition.
03Decision economicsWhether major decisions pass through a model where every assumption is visible.
04Execution readinessWhether the operating model can carry the strategic decision once it is made.
05Performance managementWhether strategy reaches the level at which an individual changes behaviour.