STRATEGIC ADVISORY

Turning Due Diligence Insights into Execution and Long-Term Leadership

Technology and Product Due Diligence answer a fundamental question: What is the real state of the product, the platform, and the organisation behind it?
But once the truth is known, senior leaders face a harder challenge. They must turn findings into a priority list, structure the roadmap, align teams, and execute without disrupting daily operations.

This is where Strategic Advisory becomes essential.
It bridges the gap between diagnostic and transformation. It supports the Board, strengthens the C-suite, and ensures that insights from due diligence become measurable improvements rather than another slide deck lost in a shared folder.

A Support Model Designed for executives and the C-Suite

The objective is simple. Provide senior leaders with clarity, a controlled execution plan, and a trusted sparring partner capable of navigating product, technology, and organisational complexity.
The advisory work follows a three-phase structure designed to minimise disruption while delivering tangible momentum.

Phase 1. Due Diligence: Establishing a Clear, Objective Baseline

Every engagement begins with a structured, evidence-based diagnostic of the product and technology organisation.
This corresponds to the Tech Due Diligence and Product Due Diligence already integrated in your service portfolio.
The goal is not only to assess risks but to identify leverage points: where to invest, what to fix, and what to scale.

Deliverables produced in this phase form the factual foundation of the advisory work.

Phase 2. Reporting and Action Plan: Converting Insights into a Roadmap

Once the diagnostic is complete, the second phase produces a structured, actionable plan that senior leaders can use immediately.
This is where clarity replaces noise.
This phase generates four key deliverables.

Reality Check Report

A structured analysis built around four pillars that matter for execution:

Clarity: How well the strategy, product vision, and priorities are understood and communicated.

Cadence: Whether delivery pace, rituals, and operational discipline are aligned with growth and reliability expectations.

Confidence: The actual health of the product and technology: architecture, performance, scalability, risk exposure, compliance, and sustainability.

People: Team structure, seniority, autonomy, capacity, and organisational bottlenecks.

This report provides an objective baseline that can be shared internally or with investors.

Friction and Leverage Map

A clear cartography of blockers, misalignments, inefficiencies, and accelerators across the four fronts above.
This map enables the leadership team to understand where momentum is lost and where quick wins can be captured.

Improvement Roadmap (up to 12 months)

A concrete action plan aligned with the CPO and CTO responsibilities.
It prioritises structural improvements, delivery upgrades, architecture decisions, team reinforcement, governance fixes, and process redesign.
The roadmap is simple: list the right actions, sequence them sanely, and make them achievable with existing teams.

Executive Summary (board-ready)

A crisp synthesis that gives board members a clear understanding of the situation, the risks, and the execution plan.
No jargon. No unnecessary technical detail.
Just what a board needs to maintain confidence and to validate or adjust strategic decisions.

Phase 3. Advisory and Mentoring: Ensuring Execution, Alignment, and Leadership Strength

Diagnosis without follow-through creates false comfort.
The third phase focuses on support. It aligns strategy, reinforces leadership, and accelerates execution.
Typical interventions include:

• Advisory sessions with the CEO, CTO, CPO, or COO
• Deep-dive workshops on prioritisation, delivery, organisation design, or product architecture
• Support for fundraising, board preparation, and strategic communication
• Risk monitoring and readiness assessment as the organisation scales
• Mentoring of the product and tech leadership tandem to provide a long-term sparring partner

The intent is not to replace leaders or run the organisation.
The goal is to make them stronger, clearer, and faster—while keeping full ownership of decisions and execution.

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A Non-Disruptive Format with High Leverage

Strategic advisory should not destabilise teams or overload managers.
Your model relies on focused, high-leverage interventions rather than continuous operational involvement.
This ensures three outcomes:

• Minimal disruption to day-to-day operations
• Rapid alignment at C-suite and board level
• Measurable improvements in delivery, structure, product quality, and decision-making

It is a format that fits scale-ups, mid-size technology companies, and post-merger integration contexts.

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Why This Matters

Most organisations do not fail because they lack ideas. They fail because they lack clarity, prioritisation, cadence, and leadership alignment.
Your strategic advisory service restores these foundations.
It provides an external perspective, a disciplined methodology, and a trusted partner capable of speaking both business and technology fluently.

It transforms insight into execution.
It strengthens the C-suite.
And it ensures that technology, product, and organisational strategy pull in the same direction.