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01 · Strategic Growth Planning
A plan only works if the people running the business believe it. The analysis is done between sessions, so the time your leadership team spends together goes to debating choices and committing to them.
When clients call
Questions this answers
How it works
Typical timeline
About 12 weeks
A working session roughly every two to three weeks.
Leadership interviews, a team survey, and a review of financial, customer, and product performance.
You receive: A shared fact base on where the business stands
Market growth, customer needs, and competitor moves in your core and adjacent markets.
You receive: An outside-in view of where your markets are going
Working sessions to weigh the options, from organic growth to acquisitions to changes in the business model.
You receive: Agreed priorities and the case for each
Turn priorities into initiatives with owners, milestones, budget, and measures, and package the plan for the board or lender.
You receive: The strategic plan and a one-page scorecard
What you get
For a new platform or portfolio company, the same process produces a value creation plan in the first 100 days, with initiatives tied to EBITDA and exit timing.
For owner-led companies, the plan gives the next generation of leaders a shared direction and gives the board, lender, or a future buyer a credible long-range view.
Voice of customer
Most growth plans and deal theses rest on what management believes about customers. Voice of customer research tests those beliefs directly: how customers choose suppliers, how they rate you against competitors, and where they would spend more with you.
The criteria that drive purchases, ranked; specification requirements; how suppliers are evaluated and selected; switching costs and loyalty; and who really makes the decision.
First impressions, the value proposition customers actually see, and why they award business to you or to someone else.
How you score on the criteria that matter most, which capabilities customers value, gaps in your offering, and the quality of account management.
Customers' own outlook and demand for your products, how well you adapt to change, and specific ways to grow the business with each account.
How customers compare you with your top competitors, what competitors' value propositions are, and gaps no one in the market fills today.
Depth
One-on-one conversations with customers, former customers, and prospects. Smaller samples, rich detail on motivations and experience.
Breadth
Structured questionnaires for statistical confidence across segments, from dozens of accounts to more than 20,000 respondents.
Where it fits
Built into strategic planning, market research, organic growth, and commercial due diligence, where it becomes customer due diligence on the target.
Example engagements
Representative engagements led by Stradaro's leadership in prior roles.
Strategic planning
Facilitated a multi-session strategic plan informed by leadership and staff surveys, from values and organizational health to target markets and initiatives.
Stronger sales pipeline and lower turnover.
Corporate strategy
Directed market analysis, adoption forecasts, content-per-vehicle modeling, and a supplier screen for a global Tier 1 supplier.
Corporate product strategy for the executive team.
Strategy · Market Research · M&A Advisory
Senior leadership is on every engagement, from kickoff to final readout. You will hear back within one business day.
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