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A one-page strategy your team can execute
Where you compete, what you stop doing, and the three numbers reviewed monthly — built with the partners in a workshop, delivered as a brief your team actually uses.
What the brief contains
Where you compete
The customers and jobs you win at a price worth having — stated plainly enough to turn work away that does not fit.
What you stop doing
The products, discounts and errands that cost more than they earn. Strategy is mostly subtraction.
Three numbers
Cash collected, gross margin and overdue filings — reviewed monthly, owned by name, never more than three.
How the engagement runs
- Workshop. Half a day with the owners: positioning, focus choices and the numbers you already have.
- Written brief. One page — compete, stop, three numbers — plus the reasoning behind each choice.
- Monthly review option. We sit in the first three reviews so the routine sticks, then hand over. Continue on retainer from TZS 250,000 a month if you want us in the room.
Every engagement is quoted in writing before we start, fixed-fee with 50/50 payment terms. Figures above are the approved bands (Task 1.3, 2026-09-29) — the only prices we quote.
Questions owners ask
We already know our strategy. Why write it down?
Because unwritten strategy cannot be delegated. The brief turns what is in your head into what your team does on Tuesday morning.
How is this different from management consulting?
Consulting (SL8) fixes operations — pricing, costs, cash flow. Strategy (SL9) decides direction first: which customers, which work, which numbers. Direction before operation, always.
What does it cost?
Quoted in writing before we start, fixed-fee with 50/50 payment terms. The workshop alone often pays for the engagement in stopped discounts.
Who needs to attend the workshop?
Everyone who can say yes or no to money: owners and any partner. No observers — the brief is decided in the room.
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