We connect strategy to execution — designing the GTM model, service architecture, and commercial motion that turns a strategic direction into measurable revenue. Clients: Intel, BNP Paribas, Telia, Bridgestone.
Most strategy engagements produce a framework. A positioning statement. A slide with four quadrants. The problem isn't the thinking — it's the gap between strategic clarity and the execution layer: the sales motion, service model, and organizational design needed to actually move.
Business design closes that gap. It connects the strategy to how the company goes to market, serves customers, and organizes work. Not as a separate implementation project — as part of the same design process.
The output isn't a framework. It's a testable model the leadership team can take into the market — and a 100-day implementation roadmap to get there.
Where strategy typically breaks down
Business design is not one thing. It spans GTM architecture, sales systems, service model, and business model. We operate across all four — and critically, we design the connections between them.
Designing go-to-market models that match how buyers actually buy. Channel strategy, pricing architecture, sales motion design, and partner model. We start from the buyer's decision process and work backward to the commercial structure — not the other way around.
Building the tools, playbooks, and training programs that translate strategy into sales conversation. We designed Intel's Enterprise AI sales enablement program from scratch — market framing, buyer personas, objection handling, and conversation guides for an enterprise sales force entering a new category.
Redesigning how a company delivers value to customers — from service blueprinting to operational model changes that reduce cost-to-serve and increase NPS. We map the full service architecture: touchpoints, backstage operations, and the internal capabilities that need to change to make the new model work.
When the fundamental model needs to change: new revenue streams, platform transitions, subscription model design, B2B2C channel architecture. We design the model at the system level — value proposition, revenue architecture, cost structure, and the organizational capabilities required to sustain it.
Business design engagements begin with a structured problem definition. The single most important investment is getting the problem statement right before designing the solution.
We use the Stacey Matrix to distinguish what is complex, what is complicated, and what is obvious — because the right intervention for a complicated problem (process redesign, structured analysis) is the wrong one for a complex problem (experimentation, emergent design). This prevents the most common failure mode: applying a complicated solution to a complex problem.
High uncertainty about what will work. Requires experimentation, rapid iteration, and co-creation with customers. Business model design and new market entry typically live here.
High certainty about cause and effect — but requires specialist knowledge to navigate. Service model redesign and sales process design typically live here.
Known cause-effect relationships. Standard frameworks apply. Pricing benchmarking and sales tool development typically live here.
2-day structured session with the leadership team. Outputs: a clear problem statement, a Stacey classification, a 100-day design brief, and alignment on what success looks like — before any design work begins.
Customer interviews, market analysis, internal process mapping, and competitive landscape. We diagnose the system — not just the symptom — before proposing a design intervention.
Working sessions with the leadership team to design the GTM model, service blueprint, or business model canvas. Co-creation produces ownership — the team that designs it implements it.
A testable model — not a theoretical one. Deliverables include a GTM playbook, service blueprint, or business model canvas, and a 100-day implementation roadmap the team can execute without us.
McKinsey's Design Index tracked 300 companies across 10 years. The pattern was clear and consistent across industries.
Selected engagements where business design moved from strategy to operating model — with measurable commercial outcomes.
Designed Intel's AI Everywhere sales enablement program for the OEM and cloud vendor ecosystem — Lenovo, Dell, HPE, AWS, GCP, and Microsoft. Research inside Intel and across 7+ partner organizations translated Gaudi and Xeon capabilities into customer outcomes. Delivered the Intel AI Sales Enablement Playbook: winning proposition, positioning story, choice architecture, co-marketing ideas, and sales excellence checklists. Deployed with internal launch materials and OEM workshop content.
Business and service model design work within BNP Paribas's digital products division. Connecting product strategy to commercial delivery: GTM structure for digital financial products, service model redesign, and the operational architecture to support the new model at scale across multiple European markets.
GTM and service model design for Telia's B2B connectivity business. Redesigned the channel strategy and sales motion for Telia's enterprise and SMB segments — including partner channel architecture, sales process redesign, and service blueprint for the new delivery model. Resulted in a cleaner commercial structure with stronger channel economics.
Commercial model redesign for Bridgestone's B2B2C dealer network — from strategy through to sales process and performance measurement. Redesigned the dealer commercial model: incentive architecture, sales process, and the digital tools supporting dealer performance tracking. Bridgestone's dealer network moved from an activity-based commercial model to an outcome-based one.
We work with US mid-market companies ($100M–$2B revenue) where senior leadership is operationally involved in strategy and recognizes the gap between strategic intent and commercial performance.
Typical stakeholders
Start a conversationWhen companies call us
"92% of operations leaders say technology investments have not delivered the expected results. The gap is almost always design — not technology."
PwC Global Operations Survey, 2025
Technology creates the capability. Business design determines whether that capability translates into revenue, margin, and competitive position. The investment in the design layer — GTM, service model, commercial architecture — is what separates companies that benefit from transformation from those that spend without returning.
Two days with the leadership team. The output is a clear problem statement, a hypothesis, and a 100-day design brief. Not a proposal — a shared diagnosis that becomes the foundation for everything that follows.
You leave the session knowing exactly what we'll design, why, and what a successful outcome looks like. No ambiguity. No scope creep. No surprises at week ten.
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Frequently Asked Questions
Business design connects strategy, data, and design to reshape how organizations go to market and deliver value. Unlike strategy consulting, it ends at the operating model — the actual sales motion, service design, or channel structure — not the slide deck.
Strategy consulting ends at the recommendation. Business design ends at execution — the GTM motion, service blueprint, or organizational model that makes the strategy real. We use the Stacey Matrix to frame whether a problem is complex, complicated, or obvious before designing the solution.
GTM strategy and commercial design, sales enablement, service model design, business model redesign, and organizational design. Reference clients: Intel (Enterprise AI Sales Enablement), BNP Paribas (Digital Products), Telia (B2B GTM), Bridgestone (Commercial Model).
100 days from problem definition to operating model. That's a constraint, not an estimate — it forces the right level of scope and creates a delivery milestone the organization can plan around.
CEOs and CROs at companies under $500M where the CEO is still operationally involved in strategy, new C-suite hires with a transformation mandate, or heads of strategy at mid-market companies navigating a pivot or market entry.