Fit
Companies That Have Outgrown Their Original Story
The practice works with growth-stage and mid-market leadership teams — typically post product-market fit, often between fifty and a thousand people — where the company's trajectory has moved faster than its ability to explain itself.
Situations
When Companies Bring Us In
Engagements usually begin at one of these inflection points, and often at two of them at once.
Growth has outpaced the founding story
The description that won the first hundred customers now understates the company, and every new audience requires a verbal patch.
The portfolio reads as a list
Multiple products, each defensible on its own, with no argument that explains why they belong to the same company.
Leadership answers differ
Sales, product, and the executive team describe the company in ways that are individually reasonable and collectively incoherent.
A raise or transaction is ahead
The financial case is sound, but the narrative supporting it requires translation to survive an investor's first read.
The category has moved
Buyers are grouping the company with competitors it does not consider peers, and the comparison is setting the price.
An acquisition needs a combined argument
Two companies now share a balance sheet without sharing a story that a customer would recognise.
Where the practice fits
- Leadership teams with the authority to change what the company pursues, not only how it is described.
- Businesses with a real market record — customers, revenue, and evidence of what is working.
- Executives who want an argument, not agreement.
- Companies willing to give something up in order to be legible.
Where it does not
- Pre-product companies still searching for a first repeatable sale.
- Organisations seeking external validation for a decision already made.
- Mandates limited to campaign, content, or brand identity execution.
- Situations where the decision-maker will not be in the room.
If the honest answer is that nothing about the company would change, this is not the right engagement.
Fit is assessed before proposal. The Strategic Clarity Assessment exists for that purpose: a structured read on whether the problem is one this practice should take, and a plain answer if it is not.
The Next Important Decision Deserves More Than Another Deliverable
If your company has outgrown its original story—or leadership is not yet aligned on what comes next—start with a focused strategic conversation.