Growth Strategy and Sprint Plan
A sequenced plan for the next dollar of revenue, with the math, the owners, and the dates.
A 4 to 6 week engagement that produces a board-ready growth plan: where the next dollar comes from, why this lever and not that one, and what the team has to do in the first 90 days for the number to move. The plan is written to be executable, not to be presented.
Where is the next dollar of revenue coming from, and what has to happen for the company to capture it? The plan that comes back is a ranked, sequenced argument with the math under each move and a 90-day execution sequence below it. A list of ideas is not enough; this engagement produces the order they go in and the reason for the order.
| Week 1 | Diagnostic. I map the revenue base, the growth vectors, the competitive picture, and the organizational capacity. Structured interviews with the people who actually run the work. |
| Week 2 | Driver analysis. Identify and size the two to four levers most likely to move the number the board is holding you to. We pick for executability against your actual resources, which usually rules out the most interesting lever in the room. |
| Week 3 | Sequencing. Initiatives ranked on impact, risk, and time to first signal. Nothing makes the plan without an owner and a dollar number. |
| Week 4 to 5 | Sprint plan build. A working document specifying the first 90 days by initiative, with milestones, accountabilities, and decision gates. |
| Week 6 | Alignment session. A working session with your leadership team to stress-test the plan, resolve sequencing disagreements, and lock priorities. I facilitate; the team owns the output. |
- Access to 4 to 6 hours of leadership time across the engagement.
- Revenue and unit-economics data in whatever form you have it. A data warehouse is not required.
- The honest version of what has been tried, what has stalled, and where the internal debates are.
- The target metric this engagement is meant to move, with a number attached.
- Board materials from the last two cycles, including any deck this engagement is meant to update.
The deliverables vary by engagement, but a representative growth sprint produces:
1. Growth plan, 25 to 40 pages. The argument under your next year of growth, written as a defensible document rather than a deck. Includes the lever-by-lever math, the sequenced 90-day execution, the named risks, and the board-facing summary on page 1.
2. Initiative matrix. One page that ranks every candidate move by impact, executability, and time to first signal. Used by the leadership team as a forcing function for what gets resourced and what does not.
3. 90-day execution sequence. Initiative by initiative, week by week, with named owners, named decisions, and the metric each one is supposed to move.
4. Board-facing summary. One page the CEO can put in the next board pack without modification.
If the question is operational rather than strategic, the Operating Teardown is the better starting point. If the question is whether to undertake a transaction or whether the current strategy is right at all, this engagement is too narrow; a custom diagnostic comes first. If your team has not made a real decision in twelve months and the issue is alignment rather than analysis, the AI Strategy Session format applied to growth, or Executive Advisory, is a cheaper way to find out.
“Our board had heard the same three growth slides for four quarters in a row. Ryan rebuilt the argument in six weeks. The deck now has fifteen pages of math behind it and a sequence the team can execute. Most useful five figures we have spent on outside advice.”
CEO, B2B technology, $86M revenue
Illustrative. Composite of recent mid-market engagements, not a single named client.
RLK Consulting is Ryan King, sole founder. She spent nearly 15 years at McKinsey and Deloitte advising Fortune 50 clients, and now runs a strategy practice in Richmond, Virginia serving the mid-market. The person you pay is the person who does the work.
To begin
A 30-minute scoping call. We talk through the growth question, decide whether this is the right engagement, and move to a one-page proposal if it is.