Sharp strategy, written down.
We replace 80-slide decks with one operating thesis your team can recite. Five sentences your CFO and CTO both believe.
Read the practiceForstrak runs as one studio with three rooms — strategy upstairs, engineering in the basement, and an operations bench in the middle. We never split a client across vendors; one partner, one writeup, one quarterly review.
We replace 80-slide decks with one operating thesis your team can recite. Five sentences your CFO and CTO both believe.
Read the practiceSenior product engineers and platform leads, embedded in your codebase. Typescript, infra, AI, and the tooling discipline to keep velocity past month six.
Read the practiceWeekly board-grade reporting, hiring loops that close in 21 days, and finance stacks that survive Series B without a rebuild.
Read the practiceUpdated quarterly. Audited by Mazars. Bracket figures show the prior-year baseline.
Avelora was three months from acquisition when the board asked us to write a turnaround thesis. We embedded two partners, rebuilt the data platform, and recut the GTM around three plant-floor pilots. Eleven months later the company closed Series C and kept the founders.
We don't believe in growth at any cost, in 200-slide strategies, or in “transformation” as a slogan. We believe in companies you can hold for ten years.
A strategy your CFO reads in eight minutes.
An engineering team that ships every Friday.
A board pack short enough to print.
Two weeks of operator interviews and board reading. No deliverable yet.
One thesis document. Strategy, model, hiring plan, the 90-day operating loop.
A senior partner + 2–3 specialists inside your team for a quarter.
We leave a written playbook and a hired second-in-command. No retainers.
“They wrote the strategy memo our board had failed to write for three quarters. Eight pages. We've referred back to it every Monday since.”