We tested a new application with real customers, then carried it through to a signed term sheet, a field trial and a grant strategy.
Read the caseInnovation and Growth Strategy Consulting
Six to eight tested bets. Not a 200-page report.
In sixteen weeks, we help your leadership team decide where the next stage of growth comes from. You get six to eight tested bets, a clear call on each, and a way of deciding that your team keeps after we leave. Innovation and Growth Strategy Consulting that doesn't leave you with a 200-page report.
What the three levers have delivered
Marketing and market entry
Seven-figure collaborationand investment secured. Blink entered the US with a partner, Shamir Optiks.
Innovation
Interviews to a signed term sheetOne client’s customer interviews became a signed term sheet, a field trial and a grant strategy.
Corporate development
Two acquisitions closedone offer withdrawn. IMDEX had a build-or-buy decision and no corporate development team; we did the research.
Sound familiar?
We have too many initiatives and no way to choose between them.
We need to grow, but we don't know where to invest.
The board has a number. Nobody can tell me where it comes from.
These usually come up when a company has won once and needs to win again. The first product worked. The next stage of growth needs something new, and the old way of deciding no longer fits. We call this the second founding.
The growth-levers arithmetic
Most CFOs hear "innovation" and think new product: new marketing, new sales training, retrained customers — the highest-risk box on the growth grid, and they're not wrong to be wary of it. So we do the arithmetic in order, out loud, before we ask for anything.
1
Marketing, advertising and sales
What’s the best case if you optimize them? Most companies have never measured that ceiling.
2
Innovation
The best case from feature enhancement and new products inside your existing market. Still low risk.
3
Corporate development
The best case from acquisitions, licensing and joint ventures. Buying, partnering or licensing can get you there faster.
Add the three together. Is there still a gap?
Compare that total with the number you need. It can be less than, equal to or greater than the gap.
If the total covers the gap
You don’t need this, and we’ll say so.
If it falls short
Most companies need more shots on goal inside the time windows. The next stage of growth is arithmetic, not a preference.
What you walk away with
Growth strategy in four phases
Weeks 1–4
Scan
We map the technologies, patents and markets around your business.
Weeks 4–8
Size
We test which markets are real and who's already there.
Weeks 8–12
Validate
We interview customers and run measured experiments.
Weeks 12–16
Decide
Every bet gets a clear call: advance, hold or stop.
Three levers to close your growth gap
Marketing
Sell what you have to new customers or new markets.
Product and technology
Build or adapt products for a need you've proven exists, starting from real customer evidence.
Corporate development
Buy, partner or license to get there faster. Most plans need some of all three.
Growth capability for teams that are stretched
Larger companies have corporate development and IP departments. Most companies from $25M to $150M don't, yet. We fill that role: the research, the analysis and the structure. Your people stay focused on moving projects forward, and they learn the method as they go.
From customer interviews to a signed deal
Structured the commercialization path for in-house IP: patent sales, exclusive field-of-use licensing, and an internal tool for tracking transaction opportunities by technology.
Read the case
Twelve R&D programs assessed for relative value, with strategic partners identified and collaboration and field-trial terms negotiated to secure technology access.
Read the caseRapid Alpha gave us deep and actionable insights for one of our key innovation projects, allowing us to make informed strategic decisions about the protection and commercialization of our intellectual property.
Who this is for
A good fit
A company with a proven first product, a growth target to hit, and a leadership team that wants to be involved.
Not a good fit
Companies still finding their first product, or teams that have been told to take part but don't want to.
Questions we're often asked
How long does it take?
Sixteen weeks for the full engagement. Many clients start with a shorter diagnostic to test the fit.
How is this different from a strategy firm?
We test ideas against real evidence, including patents and customer interviews, and every conclusion traces back to a source you can check. And we'll stay to help you act on it. That's how one client went from customer interviews to a signed term sheet and field trial.
Is this innovation strategy consulting?
Yes. Innovation strategy consulting is what most people call this work, and some firms sell it as innovation consulting services. We do it, but we describe it by the decision you get rather than the label — including product innovation consulting where the answer turns out to be a new or adapted product.