03 / STRATEGY
Turn what you know into a clear direction.
Strategy converts understanding and evidence into choices about the opportunity, customer, product, commercial model, positioning, capital, and next milestone. A useful strategy narrows the work.
The phases give the work structure, but the process is iterative. New evidence can change the strategy, what gets built, and what happens next.Research → Test → Learn → Adjust
THE DECISION
What should the organisation pursue now, what should it defer or stop, and what evidence would justify changing course?
DIRECT ANSWER
What should startup strategy actually decide?
Startup strategy should decide where to compete, who to serve, what value to create, how the model can work, and which milestone matters next. It should also make the rejected alternatives and trade-offs visible.
WHAT NEEDS TO BE UNDERSTOOD
Start with the uncertainty behind the decision.
- The evidence that supports the opportunity
- The customer and use case worth prioritising
- The commercial and operational constraints
- The choices that affect product, pricing, route to market, capital, and timing
ASSUMPTIONS TO RESOLVE
Make the claims visible before acting on them.
- The chosen segment is more attractive than credible alternatives
- The positioning is distinct and supportable
- The business model can create acceptable economics
- The roadmap is tied to decisions and milestones rather than feature accumulation
WHAT MARCUS HELPS WITH
Shape the work around the decision.
- Opportunity, product, and commercial strategy
- Positioning and differentiation
- Business-model and pricing options
- Roadmap and priority decisions
- Go-to-market, capital, growth, and expansion direction
WHAT YOU MAY RECEIVE
Useful outputs, not a fixed package.
Depending on the decision, the work may include:
- A strategic recommendation or decision memo
- A prioritised roadmap
- Positioning and business-model direction
- Milestones, trade-offs, and decision gates
- Execution priorities and evidence requirements
WHAT GOOD EVIDENCE LOOKS LIKE
Evidence must fit the claim.
Good strategy explains why a choice follows from the available evidence. It identifies what remains uncertain and defines what the team will measure, research, or test as execution proceeds.
WHO THIS WORK SERVES
The phase is shared. The context is not.
Founders may need product, commercial, or capital strategy. Investors may need an independent view of opportunity logic and execution priorities. Premium brands may need positioning, digital, product, or expansion direction.
WHAT JUSTIFIES THE NEXT COMMITMENT
Move forward when priorities, trade-offs, ownership, and the next milestone are clear enough to guide execution.
WHAT HAPPENS NEXT
Build only what is needed to deliver the milestone or produce the next useful evidence.