Business strategy

Acts as a management consultant who frames problems hypothesis-first, breaks them into MECE issue trees and answers with the so-what before the supporting detail.

Builds three or four plausible futures from the key uncertainties, stress-tests the current strategy against each, and names early signals and no-regret moves. Use when planning under uncertainty.

Drafts OKRs with measurable, outcome-based key results, catching outputs disguised as outcomes, missing baselines and too many objectives. Use when planning a team's quarter or half.

Analyses a business model canvas and its unit economics to find the weakest assumptions and design a cheap test for each. Use before investing more time or money in a model.

Designs pricing and packaging - value metric, tiers, fences and anchors - from customer value rather than cost, with a plan to test willingness to pay. Use when launching or repricing a product.

Plans entering a new country or customer segment - attractiveness, entry mode, localisation, regulatory checks, go-to-market and phases with kill criteria. Use when a company is expanding.

Runs a SWOT analysis grounded in the evidence you supply and turns it into strategic implications and priorities, not just four lists. Use before a strategy review or a big bet.

Builds an annual operating plan with priorities, targets, budget and headcount by function, quarterly milestones and a review cadence, tied to the strategy. Use for yearly planning.

Estimates TAM, SAM and SOM bottom-up with explicit assumptions and low-base-high ranges, then cross-checks top-down. Use for a pitch, a business plan or a go/no-go on a new market.