When we step in
The situations that trigger an engagement
If you recognise your company in one of these situations, a thirty-minute conversation will be enough to know whether an engagement is justified.
- Growth that is slowing down with no identified cause
- A leadership team unable to choose between several projects
- A new shareholder coming in, or a succession being prepared
- A market changing faster than the organisation
- A diversification being considered without a feasibility study
Our approach
How we approach this subject
Most of the companies we meet do not lack ideas: they lack a hierarchy between them. Three priority projects at once, a budget that funds only one, and a leadership team that has never had the chance to decide calmly. That is exactly where our work begins.
We first rebuild the real economics of the business: where the margin comes from, which customers carry it, which products destroy it, and how fast capital turns over. The picture is rarely the one people expected. Yet it is the only sound basis for a decision.
Then comes the market reading: demand dynamics, competitive structure, regulatory threats (rarely a neutral factor in Luxembourg) and the windows of opportunity that are genuinely within reach given your resources. We prefer three documented scenarios to a single attractive vision.
The final deliverable is a three-year roadmap broken down into six-monthly milestones, each with an owner, a budget and a success indicator. Anything that cannot be measured does not appear in it.
In practice
What we do
- Strategic review and value chain analysis
- Market study and competitive mapping
- Scenario modelling and allocation trade-offs
- Three-year roadmap with six-monthly milestones
- Business plan and opportunity study for new projects
What you receive
The deliverables
- Deliverable 01
- Diagnostic report (30 to 50 pages)
- Deliverable 02
- Financial model of the scenarios, delivered as an open spreadsheet
- Deliverable 03
- One-page roadmap with milestones
- Deliverable 04
- Presentation deck for the board or shareholders
An engagement that is scoped from the first day to the last.
Step by step
The typical schedule
Indicative duration for a standard scope. It is set precisely in the scoping note, before any commitment.
- 01
Scoping
Week 1Interview with the leadership, definition of the real strategic question and of the scope of analysis.
- 02
Data gathering and diagnosis
Weeks 2 to 5Analysis of financial and commercial data, internal interviews, study of the market and competitors.
- 03
Modelling
Weeks 6 and 7Building the scenarios, costing their impact and testing sensitivity to key assumptions.
- 04
Presentation and decision
Weeks 8 to 10Presentation to the leadership team, choice of scenario and translation into an operational roadmap.
Benchmarks
What you can expect
3
costed scenarios delivered as standard
6
to 10 weeks for a typical engagement
100%
of assumptions documented and sourced
Frequently asked questions
About strategy consulting
No. A large part of our value lies precisely in reframing the question. It is not unusual for a business leader to call us about a commercial issue and for the diagnosis to reveal a cost structure problem.
Yes, as a matter of course. A non-disclosure agreement is signed before any documents are exchanged, and our deliverables only go to the recipients you designate.
We say so, with the figures. A firm that always confirms what its client already thinks is of no use. The final decision is yours, but it will be an informed one.
Most of our clients choose to. We offer light quarterly support focused on tracking milestones and unblocking sticking points.
Continue
Our other areas of expertise
Get in touch
Need help with strategy consulting?
Tell us about your situation. We will tell you frankly whether this service is the right one, whether you should start with another, or whether we are not the right partner.