Eight areas of work, each built to be commissioned on its own or combined into a standing advisory relationship. Every engagement begins with a conversation, not a proposal.
Every organisation eventually reaches a point where instinct is not enough. Growth slows, a market shifts, or a board asks a question nobody in the room can answer with confidence. This is where Executive Strategy & Advisory begins.
We work directly with founders, executives and boards to build strategy that holds up under pressure, tested against capital constraints, market reality and execution capacity, not just ambition.
The output is not a slide deck. It is a decision framework your leadership team can use.
Scope is confirmed after an initial strategic conversation. Full strategic plans and Fractional CSO retainers are quoted separately, based on time commitment and organisational complexity.
Traditional strategy work often ends at the deck. This engagement is built around what your team can execute with the capital, people and time available, and includes direct involvement in translating the plan into action.
Both. Early-stage companies benefit most from disciplined strategic planning before scale exposes the gaps. Established organisations use this work to reset direction or resolve a specific strategic question.
A defined number of days each month embedded with your leadership team, covering strategic planning, board preparation, cross-functional alignment and ongoing strategic decision support.
Most organisations are not short on AI tools. They are short on a coherent way to use them. Subscriptions accumulate, pilots stall, and the executive team is left uncertain about where AI actually changes the economics of the business.
AI Business Transformation closes that gap. We assess where AI creates measurable advantage in your organisation, then design the workflows, systems and capability required to use it well.
This is not a technology rollout. It is a business transformation programme that uses AI as its primary lever.
Full transformation programmes and enablement rollouts are scoped after an initial diagnostic conversation.
No. Much of this work uses existing commercially available AI tools, configured and integrated properly. Where custom build is required, that is scoped separately and coordinated with your technical partners.
Every engagement defines success metrics upfront: time saved, cost reduced, cycle time shortened or output quality improved, and we track against them throughout.
No. Smaller organisations often see faster returns, because there is less legacy process to unwind.
Capability gaps at the executive level rarely show up as a single missing skill. They show up as hesitation in the boardroom, a message that lands differently than intended, or a leader who is technically excellent but not yet trusted with the next level of responsibility.
Executive Development addresses this directly, through structured, evidence-based coaching rather than generic leadership theory.
Programmes are built around the individual: their role, their organisation, and the specific gap between where they are and where the business needs them to be.
Programmes can be customised. Final investment depends on duration, format and the number of executives involved.
Most executive coaching programmes run three to twelve months. Meaningful behavioural change at this level takes sustained work, not a single workshop.
Both, in proportion to what the individual needs. Coaching builds internal capability; advisory input addresses the specific business context the executive is operating in.
Yes. Many engagements are commissioned by a CEO, chair or head of HR for a specific executive, with confidentiality boundaries agreed upfront.
Not every capability gap needs a long engagement. Sometimes a leadership team needs a sharp, well-facilitated session that shifts how they think and act within a day.
These workshops are built for executive audiences: substantive content, real case application, and no time spent on generic frameworks the room has already seen.
Each session is customised to the organisation's context before delivery.
Pricing depends on group size, location and the level of customisation required.
Yes, though in-person delivery is recommended for sessions involving group exercises, such as strategic thinking or board readiness.
Sessions are designed for focused executive groups, typically between eight and twenty five participants, to preserve the quality of discussion.
Yes, within a full-day format. Combining unrelated topics into a half-day session tends to dilute the outcome, so this is not recommended.
A conference stage, an executive retreat and a strategy offsite each demand a different kind of input. Some need a keynote that reframes how a room thinks about a topic. Others need a facilitator who can hold a difficult strategic conversation and bring the room to a decision.
This offering covers both: platform contributions that bring authority and clarity to an audience, and facilitation work that moves a leadership team from discussion to resolution.
Travel, accommodation and production requirements are quoted separately based on event location.
Talks are built around the event's audience and objective, drawing on strategy, AI transformation, executive leadership and governance as core areas of expertise.
A briefing call to understand the audience, the objective of the session and any sensitivities in the room. This shapes both content and delivery.
Travel, accommodation and any production requirements are quoted separately based on the event location.
Some of the most consequential decisions a leader makes are never discussed in a formal meeting. They surface in a private conversation before a board paper is finalised, or in the quiet uncertainty before a difficult call.
Board & Executive Advisory provides that space: a standing relationship with an experienced strategic advisor who understands your business well enough to be useful in the moment, not only in a scheduled workshop.
Scope and cadence are agreed after an initial conversation about the organisation and the board's needs.
This is an advisory relationship, not a governance appointment. It sits alongside the board and executive team without formal fiduciary duties, which allows for a more candid, exploratory conversation.
Retainers are usually structured monthly or quarterly, with a minimum initial term of six months, allowing the relationship to build real strategic value.
Yes. All advisory relationships are governed by a confidentiality agreement before work begins.
Good strategy depends on good information, gathered consistently and interpreted correctly. Most executive teams do not have the internal capacity to track markets, competitors and regulatory shifts with the discipline this requires.
Research & Market Intelligence fills that gap: structured, recurring intelligence products built for executive decision-making, not academic completeness.
From R30,000
Delivered every two months, this review moves beyond intelligence gathering into interpretation: what the accumulated signals mean for your strategy, and where adjustment may be warranted.
What you receive: Includes a working session with the leadership team to walk through findings and agree any resulting action, plus a written summary for circulation.
From R45,000
A deeper quarterly assessment of the industry landscape: structural shifts, competitive dynamics, regulatory trajectory and a forward view of the next two to three quarters.
What you receive: Typically twenty to thirty pages, designed to inform annual and quarterly planning cycles, and often used directly as a board input document.
Proposal based
For questions that fall outside a standing subscription: market entry assessments, acquisition target research, consumer studies or a specific competitive deep dive.
What you receive: Scope, timeline and fee are agreed upfront based on the research question, with an example output shared before commissioning where useful.
A combination of licensed data services, public regulatory filings, industry publications, primary interviews where relevant, and structured monitoring of competitor activity. Sourcing is disclosed in every report.
Yes. Many clients pair a weekly or bi-weekly brief for ongoing awareness with a quarterly outlook for deeper planning cycles.
Subscriptions are billed monthly with a recommended minimum term of three months, allowing enough cycles to demonstrate consistent value.
A standing membership for executives who want direct, ongoing access to strategic counsel, curated intelligence and a peer network of senior leaders, without commissioning a full engagement.
Advisory Membership is currently in development and will open to a limited founding cohort. Register your interest below to be notified first, ahead of public opening.
Register your interestMost engagements start as a conversation about the problem, not a request for a specific service. Tell us what you are facing and we will recommend the right starting point.
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