01 · Engagement

Venture Strategy Consulting

Thesis, positioning, ICP, scope, GTM and revenue model. The engagement that decides what gets built — and what does not.

Who it is for

Ventures building fast in the wrong direction.

Post-MVP teams whose roadmap grew faster than their conviction, corporate ventures carrying an internal mandate but no external buyer, and founders who can describe the product in detail and the customer only in categories.

It is the right first engagement when the diagnosis puts the gap upstream of the code.

Scope

The judgement layer.

01Venture thesis diagnosisThe bet, stated plainly enough to be wrong.
02Brand strategy & positioningThe category you are competing in and the line you hold in it.
03ICP & target marketOne buyer, named — with the segments deliberately excluded.
04Product strategy & scopingWhat ships, in what order, and what is cut from v1.
05Revenue modelling & GTMPrice, motion and the route to the buyer, modelled against real numbers.
06Founder systems & narrativeThe story the founder can hold in a room, and the operating cadence behind it.
How it runs

Four phases, decisions forced in each.

01
Locate
Stuck-to-Scale read, current-state audit, and the numbers that exist rather than the ones we wish existed.
Week 1
02
Decide
Working sessions on thesis, buyer and category. Options are killed live, not circulated for comment.
Weeks 2–3
03
Scope
Product scope, GTM motion and revenue model written against the decisions made.
Weeks 4–5
04
Hand over
The strategy document, the cut list and the operating cadence, walked through with the team that will run it.
Week 6
What you get

Artefacts, not advice.

01Venture thesis documentThe bet, the evidence and the falsifiers.
02Positioning and messaging spineOne line, its proof points and the words that carry it.
03ICP and segment mapWho to sell to first, and who to refuse.
04Scoped roadmapSequenced, with an explicit not-building list.
05Revenue and GTM modelA working spreadsheet, not a slide.
06Founder narrative kitThe story for investors, hires and buyers.
What it is not

No market-map theatre.

We do not produce competitive landscapes for their own sake or research decks that survive nobody’s Monday. Every artefact exists because a decision needs it.

And we do not run this engagement for teams that have not built anything. That disqualifier is not negotiable.

Typically six weeks. It is fixed at scoping and does not drift; changes are re-scoped explicitly.

Yes, and often should. Strategy that arrives after the build is archaeology.

The narrative and the numbers, yes. The deck itself usually falls out of the Creative Brand Build.

See it in practice

What this engagement produces, shown.

What the strategy engagement produces
The deliverable and its craft, shown on our own ventures.
Scoped to requirement

Fixed scope. Fixed end date.

Changes are re-scoped explicitly rather than absorbed silently.

Talk to the studio