Both. And separating them is precisely one of the common problems. We design the strategy, turn it into a plan that can actually be executed, and work alongside the team while it’s carried out. A strategy without that second part almost never makes it past the PowerPoint.

Sooner than you expect. In the first few weeks, concrete things are already noticeable: the team starts speaking the same language, the message becomes clearer, and the first sales conversations change in tone. The core results come later, but the movement starts from the beginning.

Mainly B2B technology companies that are in any of these situations:

• They have a solid proposal, but the market won’t pay for it
• More and more deals end up being negotiated on price
• They are growing but can’t seem to reach the next level
• They have grown by inertia and now need to reorganize

If you recognize yourself in any of these, it makes sense for us to talk.

No. In fact, that’s the most common situation. Most companies see the consequences—lower margins, more sales pressure, difficulty differentiating—but aren’t clear on where they come from. Understanding the origin is the first part of the work, not a requirement to start it.

It’s all three at once because they are linked. When a company sells poorly, the problem is almost never in just one of those areas: it’s spread across the message, what is sold, how it’s sold, and how the work is organized afterward. Attacking it from only one of those doors falls short.

We work with the team. We don’t come to replace capabilities; we come to reinforce them and get everyone on the same page. The goal isn’t for you to depend on us: it’s for your team to come out of the project with better judgment and more autonomy than before.

It requires involvement, but well-directed. The question isn’t how much extra time you’ll have to put in, but how you’ll better focus the time you already invest. Without that internal involvement, no deep change ever happens.

Three phases. First, diagnosis and design of the change. Second, we accompany the team while they apply it. Third, optionally, we stay close afterward so that the criteria aren’t lost over time. Each phase produces something concrete and useful on its own.

It’s possible, but it doesn’t always make sense. The change works best when addressed as a whole because the pieces support each other. If you still only want a part, we’ll look at your situation and see what makes sense to do and what doesn’t.

It depends on the starting point and the complexity of the case. As a reference: the initial phase lasts between 2 and 3 months; implementation, several months more; subsequent support, as long as needed, and it’s always optional. The important thing isn’t the total timeframe: it’s that each phase, separately, produces something that is already worthwhile.