Why it matters
The symptom is always the same: plenty of marketing activity, few attributable results. Campaigns going in every direction, budget allocated by habit, teams executing without knowing why. It is not an execution problem: it is the absence of a direction that makes choices.
A useful strategy fits on one page: who we serve, what we promise, where we play, how we win, how we measure it. My job is to run the rigorous analysis that earns that simplicity, then turn it into a roadmap your team can actually execute, with the indicators to correct course along the way.
A great marketing strategy fits on one page, but it takes weeks of thinking, data and alignment. I help you clarify positioning, prioritize initiatives and build a roadmap your teams can actually execute, with the right KPIs to steer.
My methodology
Six to twelve weeks to move from reactive marketing to marketing that chooses. The typical flow:
- 1
360° diagnostic
Audit of the existing: performance of past actions, customer perception, competitive positioning, internal strengths. The diagnostic relies on data, not impressions.
- 2
Strategic platform
Working sessions with leadership to decide: priority segments, positioning, promise, differentiation. Every choice is documented with its assumed renouncements.
- 3
Go-to-market plan
Broken down by segment and channel: messages, offers, journeys, budget. The plan states who does what, with which means and deadlines.
- 4
12-month roadmap
Sequenced in quarterly milestones, with 3 priority workstreams per quarter. An overloaded roadmap is a failing one: mine dares to postpone.
- 5
KPIs and steering rituals
A tight dashboard (5 to 8 indicators), a monthly review ritual, a reporting format. Strategy lives in rituals, not in slides.
What you get
- Full marketing diagnosis (internal + market)
- Strategic platform: positioning, promise, differentiation
- Go-to-market plan by segment and channel
- 12-month activation roadmap with quarterly milestones
- KPI dashboard and steering rituals
Frequently asked questions
Does my SME really need a formalised strategy?+
If you have to arbitrate budget, hire, choose channels or say no to opportunities, yes. Formalising is not bureaucracy: it is what allows your team to decide without you, in the same direction as you. For an SME the strategy often fits in a few pages, but those pages change everything.
What happens after the strategy is delivered?+
That is precisely where many consulting engagements fail. I systematically offer an execution support phase: attending the first steering rituals, adjusting the roadmap on contact with reality, upskilling the team. Strategy only has value once deployed.
How do you measure the success of the engagement?+
Three levels: the business indicators defined together at framing (pipeline, acquisition cost, awareness depending on context), adoption by the team (is the strategy used to decide?), and the ability to say no (the true test of a clear positioning).
Let's talk about your project
30 minutes to understand your context and tell you honestly whether I can help.