Most organisations I meet are spending steadily on technology without much confidence it is moving them forward. A digital strategy says what to do over the next two to three years, in what order, and what you are giving up by choosing it.
Book a free 30-minute conversationThe spend is not the problem. Most organisations of this size are spending a sensible amount on digital. The problem is that nobody can say what it is buying.
There is a website that gets rebuilt every four years. There is a CRM that two departments use differently. There is an agency doing good work on something nobody has connected to a commercial objective. Each individual decision was defensible when it was made. Together they do not add up to a direction, and the person being asked to approve next year's budget knows it.
What is usually missing is not effort or money. It is an agreed view of what the organisation is trying to achieve digitally, what has to happen first, and what is being deliberately left undone. Without that, every proposal looks reasonable and every year looks like the last one.
A digital strategy for the next two to three years, written for the people who have to fund it and live with it.
I look at what the organisation is trying to do commercially, what its digital estate can currently support, and where the gap between the two is costing money or creating risk. Then I set out a sequence: what to do first, what follows it, what to stop, and what to leave alone.
It is a working document, not a deck. Short enough that the board will read it, specific enough to act on, and honest about the trade-offs, because a strategy that claims no downside is not a strategy.
There is no list price, because the useful version of this work is never the same size twice. Here is what determines it.
How many parts of the organisation the strategy has to cover, how many people need to be interviewed, and whether the digital estate is documented or has to be established first. A single trading business is a smaller piece of work than a group with four brands.
Three to six weeks from start to walkthrough. Interviews with five to ten people, a review of what you already have, and two working sessions with the leadership team. Perhaps six hours of your time in total, spread across those weeks.
Thirty minutes, free, on what decision the strategy has to support and who has to be persuaded. Sometimes the answer is that you do not need a strategy, you need one specific question answered, and I will say so.
One page, within a week. What I will look at, who I need to speak to, what you receive, the fee and the dates. Fixed before anything starts, and nothing is invoiced against it until you have agreed it in writing.
I do not own, licence or resell a product. Nothing in a recommendation points at something I profit from.
No partner tiers, no referral fees, no vendor relationships that need feeding.
If the right answer is the system you already have, that is what I will tell you.
Strategy work is judged on what happened next.
Track record
Executive board membership in a £140 million travel business, with more than thirty years in digital and more than forty in business and technology.
About »Sector experience
Every one written up with what was done, what changed and what did not.
All case studies »An agency writes a strategy it is qualified to deliver. That is not dishonest, it is just how the incentive works. I have no delivery capacity to fill, so the recommendation can be that you keep your current supplier, or that you do less.
Yes. Most of my work sits alongside a team or an agency, setting direction rather than replacing what already works. I will tell you where your current arrangements are doing the job.
That is your decision. Some clients take the document and run it internally. Some ask me to stay close through a strategic advisory retainer. There is no obligation either way.
Only where the answer genuinely depends on it, and never as the point of the exercise. Where a supplier decision is needed I will name credible options, including ones I have no relationship with.
Most clients begin with a conversation. No pitch, no hard sell.
Just a straightforward discussion about where you are and whether I can help.
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