ADI PROJECTS  - Consulting - Corporate Finance and CFO Services
Where the business is GOING, and how value gets created getting there.

i Corporate strategy

For groups, holding companies, and integrated enterprises.

• Group strategy and corporate-centre architecture

• Holding company design and inter-company governance

• Capital allocation across business units and group portfolios

• Portfolio review, restructure, and rationalisation

• Where toinvest, harvest, exit

• Group-level synergies, shared services, and costs

ii Business unit and growth strategy

For single businesses, divisions, and product lines.

• Where-to-play and how-to-win choices, made explicitly

• Growth strategy acrosscore, adjacent, and new horizons

• Customer and market strategy, segmentation, and positioning

• Competitive strategy and category architecture

• Five-year plans and operating-cycle plans

• Strategic decisions on partnerships, alliances, and ecosystems

iii Value creation roadmaps

For PE sponsors and management teams under outcome pressure.

• 100-day plans for new ownership and leadership transitions

• Full-potential assessments against quantified outcomes

• Value creation plans tied tothesis, hold period, exit

• Operating committees and progress review structures

• Mid-cycle resets when the original plan stops working

• Pre-exit value creation and equity-story sharpening

iv Founder and family strategy

For founders, family principals, and family offices.

• Founder strategy and personal strategic agenda

• Family business strategy withfamily and businessaligned

• Generational transition and succession planning

• Family office and family-holding strategy

• Professionalisation roadmaps for founder-led companies

• Liquidity, governance, and continuity, designed together

i Fact-based, not framework-led

Frameworks have a place — they help organise thinking. They are not the thinking. Strategy work begins with the actual data of the business: customers, costs, competitors, capability gaps, cash. The framework is chosen because it fits the question, not because the firm has it pre-installed.

ii Decision-shaped, not deck-shaped

Every engagement begins by naming the decision the work has to inform — and ends with that decision being takeable. Slides are made when slides are useful. They are not the output. The output is a decision the leadership team can take, defend, and execute.

iii Partner in the room

The managing director leading the engagement is in every key session — the structured interviews, the working sessions, the board read-outs. Strategy work cannot be delegated to junior analysts running between data rooms; the judgment that matters is the judgment that is in the conversation.

iv AI as method, not as theatre

Artificial intelligence shows up across every strategy engagement — in market mapping, in financial modelling, in scenario generation, in synthesising large bodies of internal and external information. The firm's posture is that AI is a method that lets a small partnership operate at the breadth of a much larger firm, not a feature to be advertised.

v Finishable, on a defined arc

Strategy engagements are scoped to a defined outcome and a defined end. Six to fourteen weeks is the most common arc; we do not run year-long strategy programs that drift. Where a continuing relationship makes sense, it begins as a fresh engagement on its own terms.