The Strategy Sprint
Five days. One decision. Settled by Friday.
I fly to you Monday. Two days listening, one day thinking, one day building, one day deciding. Friday afternoon you have a written memo — the recommendation, the reasoning, the numbers, the first 90 days, and the honest case against.
Monday → Friday
By Monday morning I’ve been in your business for two weeks.
The week works because it doesn’t start on Monday.
At booking you complete a detailed questionnaire and send three years of financials, your org chart, and any board materials from the last twelve months. I analyse the numbers, research your market and competitors, and build a working hypothesis.
Ten days out we talk privately, just you and me — no team. I test what I’ve found, we confirm the question we’re actually settling, and you tell me anything I need to know that your team doesn’t.
Two days before I arrive, you get a two-page pre-read: the question as agreed, what I’ve found in the numbers, and what I’ve already ruled out.
Monday doesn’t start at hour zero. It starts at hour forty.
Monday to Friday, on-site.
- 01
Monday — Discovery. 10am to 5pm.Your team, your numbers, your history. I'm listening for the constraint, not pitching solutions. Expect me to ask your people questions in front of you.
- 02
Tuesday — Discovery. 10am to 5pm.Deeper. By the end of Tuesday I know which of the obvious explanations are wrong.
- 03
Wednesday — Analysis. On-site 2pm to 5pm.I work alone in the morning. This is the day the week earns its fee — no workshops, no facilitation, just the work. I come back in the afternoon to test what's emerging against you directly.
- 04
Thursday — Build. 10am to 3pm.Working as a team to shape the solution. Then I work alone to finalize it.
- 05
Friday — Decide. From 10am.We work through it and you make the call. We finish when the decision is made.
A written decision memo, in your hands Friday afternoon.
Eight to fourteen pages. A memo, not a deck — prose forces an argument where slides only gesture at one.
- 01The decision, on page one, in a form you can forward to your board
- 02What I found, with the evidence, including anything I was wrong about
- 03What I ruled out, and specifically what eliminated it
- 04The recommendation, what has to be true for it to work, and what would change my mind
- 05The case against — the strongest version of the argument that I'm wrong, written by me
- 06What it costs — money, time, and who it makes uncomfortable
- 07The first 90 days, sequenced, with a named owner on every item
- 08How you'll know it's working, and the tripwire that says stop
One question. Usually one of four.
“I’m the bottleneck.”Everything routes through you. Nothing moves without you. You haven’t taken a real week off in three years.
“We’ve stalled.”Flat for two years, everyone busier than ever, and no two people in the building agree on why.
“The margin’s gone.”Bigger every year, and less cash than you had at half the size.
“I don’t know what it’s worth.”Almost everything you own is this company, and you have no idea what that’s actually worth or what’s suppressing it.
Not every sprint is one of these. If your question is somewhere else, bring it to the scoping call.
From $65,000, all in.
$50,000 sprint fee. $15,000 travel and accommodation. No expenses, no reimbursables, no line items.
Larger or more complex engagements — deeper financial work, multi-entity operations, additional consultants on-site — are scoped and quoted as a single figure before you commit. Whatever the number, it’s fixed in writing and does not move once the week begins.
$40,000 at booking. $25,000 sprint deposit plus $15,000 travel and accommodation.
$25,000 before Monday.
Wire transfer or credit card. Booked a minimum of two weeks out. One reschedule at no cost with seven days’ notice.
Ten sprints a year.
Start with the scoping call.
Thirty minutes. We work out what question you actually want settled, and what it costs. If a sprint isn’t the right instrument, I’ll tell you on the call.