Strategy | GROUP B | Revenue Systems For Growing Businesses

THE PROBLEM

Most strategy work is theater.

You've been here before. You hired a consultancy or an agency to figure out where your business should go. They ran a discovery process. They interviewed your team. They produced a 60-page deck with frameworks and 2x2 matrices and the words "north star" in it more than once. They presented it. Everyone clapped. The deck went into a Google Drive folder and nothing changed.

The problem isn't that strategy is hard. It's that most strategy work isn't tied to anything you can actually do on Monday morning. It's theoretical. It's frameworks instead of decisions. It's abstractions instead of accountability. And it's almost always disconnected from the team that has to execute it.

Six months later you're paying for the same work all over again.

OUR DEFINITION

Strategy is a small number of clear decisions.

When we say strategy, we mean four to six decisions that change what you do tomorrow. Not aspirations. Not values. Decisions — about what you'll build, who you'll sell to, what you'll stop doing, and how you'll measure whether it's working.

Good strategy is uncomfortable. It says no to things. It picks one customer segment over another. It chooses a specific number to move and accepts that the other numbers might not. That discomfort is the whole point. If your strategy doesn't make you nervous about what you're giving up, it's not strategy — it's just a wish list.

We work in this mode because we've watched too many companies pay for strategy work and end up with everything-but-the-decisions: a brand book, a positioning statement, a competitive analysis, a customer journey map. All useful. None of them tell you what to do on Monday. That's our job.

WHAT YOU GET

Four deliverables. No deck.

Every strategy engagement produces the same four artifacts. They live in a Notion or a Google Doc, not a presentation. They get updated as we learn. They're written for an operator, not an executive.

The Decisions Doc

Four to six explicit decisions that change what your business does. Each one names what you're choosing, what you're rejecting, and what success looks like at 90 and 180 days.

The Metric Plan

One primary number we're moving, three secondary numbers we're watching, the dashboard that tracks them, and the cadence we'll review them at. If we can't measure it, we won't promise it.

The 90-Day Roadmap

Sequenced actions for the first 90 days. Owner per action, dependency per action, expected impact per action. Where the strategy hits the calendar.

The Working Session Cadence

Strategy isn't a document — it's a meeting that keeps happening. Bi-weekly sessions where we review the numbers, kill what isn't working, and adjust the plan based on reality.

HOW IT WORKS

A 4-6 week engagement.

Strategy work has a beginning and an end. We don't do open-ended retainers for strategy — that's a recipe for never finishing. A typical engagement runs 4-6 weeks, with one founder/CEO and us.

WEEK 1 · Discovery sprint. We dig into the business, the data, the team. Customer interviews if relevant. Financial review. Stakeholder conversations. Goal: get to a hypothesis about the actual problem worth solving.

WEEK 2 · Decision workshop. A two-day working session with you and us. We walk through the discovery findings, surface the real choices on the table, and force decisions. Some get made in the room. Some get parked for week 3.

WEEK 3 · Resolution. We close the parked decisions. We write up each one in the Decisions Doc — what's being chosen, what's being rejected, why. We get sign-off from you on every one before moving on.

WEEK 4 · Operationalize. Build the Metric Plan and 90-Day Roadmap. Identify what tools, hires, or external resources are needed. Stand up the dashboard. Schedule the working session cadence.

WEEK 5-6 · Buffer + handoff. Reserved time for the inevitable "actually, on second thought…" — and for transferring everything we built to whoever owns it going forward. We don't disappear at the end of week 4; we make sure it lands.

QUALIFICATION

Who this is for. And who it isn't.

Good fit if you…

· Are between $500K and $20M in revenue.
· Have a real business — customers, revenue, some traction — but feel stuck.
· Can name a number you're trying to move (or want help naming one).
· Have decision-making authority. Strategy work needs a decider in the room.
· Are willing to say no to things.

Bad fit if you…

· Are pre-revenue or pre-product. Strategy needs something to strategize about.
· Want a 60-page deck to show your board.
· Want "yes and" — to do more of everything you're already doing, just better.
· Don't have decision-making authority and need to run everything past a committee.
· Are looking for a brand guidelines doc. That's different work that we offer, and is often a deliverable of our strategy consulting.

RELATED WORK

Strategy work, in the wild.

POSTSLOOP PLACEHOLDER

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FAQ

Things people ask before they hire us.

How much does a strategy engagement cost?

Strategy engagements start at $10k, depending on company complexity, number of stakeholders, and whether we're working on a single function (e.g., go-to-market) or full-business strategy. We'll quote within 48 hours of an initial call.

What's the difference between strategy and the other services?

Strategy is upstream of everything else. We decide what to build before we build it. The other services — web, content, retention, analytics, media — are execution disciplines. You can hire us for execution without strategy (lots of people do), and we'll do good work. But the best engagements start with a clear strategy, then execute against it.

Do you do execution after the strategy is done?

Yes — and often. Most strategy clients continue with us & our referall network into execution work (web build, content engine, retention program, etc.). But strategy is a complete deliverable on its own. If you'd rather take the strategy and execute internally or with another partner, that's a totally fine outcome.

How much time does this require from our team?

The decider (usually founder/CEO) needs ~4–6 hours per week during the engagement. Other stakeholders we'd interview during week 1 contribute 30–60 minutes each. We do the heavy lifting; you do the deciding.

What if we already have a strategy?

Great — let's pressure-test it. Sometimes we'll do a shortened 1-2 week engagement that stress-tests an existing strategy against current data, identifies where it's breaking down, and proposes adjustments. About a third of our strategy work looks like this.

What if we hate the strategy you come up with?

If after the discovery sprint (week 1) we can't get to a strategy we both believe in, we end the engagement and you only pay for the discovery work. It's a feature, not a bug — better to find out fast than spend six weeks on something neither of us trusts.

Marketing strategy that starts with A

number.