Strategic and Growth Advisory
When growth creates a new set of problems.
Growth does not fix a weak operating model. It amplifies it. Second Chair works with founders to identify what the business needs next and turn that conclusion into a practical course of action.
Common Situations
- Revenue has grown faster than the team, systems, or reporting.
- The owner remains the constraint on every important decision.
- The company needs a clearer growth plan or strategic direction.
- A partnership, acquisition, recapitalization, or new operating role is being considered.
- Financial results do not clearly explain what is happening in the business.
- The owner needs an experienced outside perspective without hiring a full-time executive.
- Several advisers are involved, but no one is coordinating the complete situation.
Areas of Work
- 01
Growth Strategy
Clarify where growth should come from, what capabilities it requires, and which opportunities create value rather than complexity.
- 02
Operating Constraints
Identify the people, process, reporting, capacity, or decision-making issues preventing the business from moving forward.
- 03
Strategic Alternatives
Evaluate the practical paths available to the owner, including organic growth, acquisition, partnership, recapitalization, leadership changes, or a sale.
- 04
Owner Decision Support
Create a disciplined place for the owner to work through consequential decisions, test assumptions, and maintain accountability.
- 05
Special Situations
Address assignments that do not fit neatly into a traditional consulting or transaction category. The scope is built around the problem rather than a standard service package.
Engagement Structure
Strategic advisory is generally delivered through a defined project or monthly retainer with agreed workstreams and deliverables. Specialized services may be added through separately engaged partners.