Six practice areas, each with specific products and deliverables. All of them follow the same method: diagnostic, playbook and direction.
We don't sell hours or campaigns. We sell decisions with a deliverable behind them: a diagnostic, a thesis, a playbook, a dashboard, a periodic report.
Every product fits into one of the three phases of the method. That is why we don't write a playbook without a diagnostic or direct execution that hasn't been measured first. If you already have part of the work done, we review it and start from there.
We work for companies that don't have the strategy function in-house and for agencies that need that layer to answer their clients. Execution stays with whoever does it today: your team, your agency or your suppliers.
Market strategy and positioning
Where to compete, against whom and with what promise. The foundation for every other decision.
| Product | What it delivers |
|---|---|
| Market Assessment | Market diagnostic: size, dynamics, competition, barriers and window of opportunity. |
| Segmentation and ICP | Segments prioritized by volume, winnability and value; ideal customer profile; map of decision-makers and influencers. |
| Positioning and value proposition | Competitive territory, promise, proof and message architecture by segment and channel. |
| Repositioning | Repositioning of a company, brand or business line: perception diagnostic, new territory and transition plan. |
Go-to-market and launch
From a product that exists to a product that sells. Segment, channel, sequence and timeline.
| Product | What it delivers |
|---|---|
| Go-to-Market Strategy | Segment, channel, proposition, distribution, activation sequence and roadmap to move from product to sales. |
| Multi-market launch plan | A coordinated launch in one or several markets: market-by-market adaptation, timeline, resources, KPIs and governance. |
| Channel and distribution strategy | Which channels put the product in front of the decision-maker; model for partners, referrers and alliances. |
| Market Entry | Entry into a new market, particularly between the Dominican Republic and Spain: local decision-makers, channel, allies and sequence. |
Commercial architecture and pricing
How the offer is packaged, priced and sold. And who sells it, against which targets.
| Product | What it delivers |
|---|---|
| Pricing and packaging | Price structure, tiers, offer packaging, discount policy and revenue model. |
| Strategic offer design | Redesign of how an existing service or portfolio is defined, packaged and sold. |
| Commercial plan | Targets, accounts, coverage, cadence and forecast; sales team structure and compensation where relevant. |
| Co-funding and partnership model | How third parties fund and execute part of the plan: agreement design and governance. |
Playbooks and sales enablement
Strategy turned into a working method for the team that sells.
| Product | What it delivers |
|---|---|
| Commercial playbook | Full or focused. Action sheets with owner, cost, KPI and date; a method layer and a local layer. |
| Talk tracks and sales narrative | Sales narrative by segment, objection handling, battlecards and the sequence of the sales conversation. |
| Demos and sales presentations | Design of the demo and the pitch: structure, script, proof and close. The logic, not the visual production. |
| Corporate training | Training for the sales or account team on the playbook, the talk track and the sales methodology. |
Measurement and governance
What gets measured, who decides and how often it is reviewed. Without a baseline, there is no result to defend.
| Product | What it delivers |
|---|---|
| KPI framework and dashboard | What is measured, how, from which source and who holds it today; attribution; a baseline set before any intervention. |
| Model governance | Who decides what among leadership, executors, partners and institutions: committees, cadence and escalation. |
| Periodic review | Report per wave or quarter: result against baseline, deviations and plan adjustments. |
Outsourced strategic direction
The strategy function, without having it on the payroll. For companies and for agencies.
| Product | What it delivers |
|---|---|
| Full strategic layer | Ongoing strategic marketing and commercial planning direction: the equivalent of a fractional strategy director, with a regular committee. |
| Strategy partner for agencies | An invisible consulting layer behind the agency: answers what its client asks for, supports pitches and proposals, and leads the account's strategic direction. |
Not sure which area to start with?
Almost nobody is at the start. That is what the diagnostic is for: in the first conversation we see where the problem is and which product addresses it.
Book a diagnostic