Additional Services & Workshops
Bridging Strategy and Execution Workshop
Coaching management teams to ensure strategies are not only well-articulated but executable. Support includes translating board-level theses into operational roadmaps, building accountability structures, and establishing the metrics that drive both investor confidence and management ownership.
Duration: 4 Hours
Objective: Equip management teams with the ability to move beyond high-level board strategies and convert them into actionable, measurable, and investor-ready roadmaps. The workshop helps leaders close the gap between ambition and delivery by:
Stress-testing current strategies for clarity, differentiation, and measurability.
Building practical skills to translate investment theses into initiatives, milestones, and KPIs.
Embedding accountability structures that avoid “strategic drift” and ensure clear ownership.
Establishing investor-grade reporting cadences that build trust and valuation.
Aligning boards and management around execution as the ultimate driver of private equity value creation.
Developing a common language between investors and management teams on what “good execution” looks like.
Enabling leaders to prioritise scarce resources toward the initiatives that move valuation.
Building confidence that strategy can withstand investor scrutiny because it is grounded in operational proof.
Content
Why Execution Matters in PE: Explore case studies where disciplined execution created outsized value — and where weak delivery destroyed it. Discuss why compressed PE timelines mean execution must run in parallel with strategy.
Testing the Strategy – The Five Critical Questions: A facilitated session challenging the strategy’s clarity, defensibility, and measurability. Compare investor-grade strategies vs. un-executable ones, applying the framework to the company’s current thesis.
From Strategy to Roadmap: Demonstrate how to translate a growth thesis into a structured 3-year roadmap. Break down pillars into initiatives tied to ARR growth, churn reduction, pipeline creation, and customer success improvements.
Accountability & Ownership: Use frameworks such as RACI and OKRs to assign clear owners. Run an exercise mapping initiatives to executives, emphasising cross-functional accountability and the dangers of vague ownership.
Defining Metrics & Tracking Execution: Introduce an “Execution Scorecard” template linking strategy to KPIs and leading indicators. Discuss pitfalls such as vanity metrics, lagging-only measures, and inconsistent reporting.
Embedding Execution Discipline: Explore meeting cadences and reporting rhythms of top-performing PE-backed teams. Discuss cultural enablers (candour, pace, transparency) and blockers (silos, bandwidth, optimism bias).
Wrap-Up: Agree the top three execution priorities, confirm ownership, and set an immediate follow-up rhythm.
Key Takeaways:
A clear framework for turning board-level strategies into operational roadmaps.
Ability to stress-test and sharpen strategies so they meet investor-grade standards.
Practical tools for assigning ownership and embedding accountability.
Improved discipline in selecting and reporting KPIs that build investor confidence.
Renewed focus on execution as the single most important driver of valuation.
Stronger investor–management alignment, reducing miscommunication and wasted effort.
Greater readiness to anticipate and correct execution drift before it undermines value.
An immediate set of next steps and ownership agreements to keep momentum beyond the workshop.