Strategy consulting that names the move

Batman Consulting’s strategic advisory is for founders and operators who already have a business, a budget, and a disagreement — not for teams that want a decorated opinion. In a typical diagnostic (about two weeks) we read the numbers you already keep, talk to the people who will live with the choice, and write a memo leadership can circulate as-is. If you then want us in the work, we run a 90-day sprint with a named owner on your side. We do not staff a slide factory.

Who this work is for

Hire advisory when the cost of waiting is higher than the cost of being wrong in public. Common briefs: enter or abandon a market; sequence two products that cannot both be first; choose a pricing model the sales team can actually say; decide whether to raise, cut, or hold; redraw an org so one person owns the outcome. If the question is still “what business should we be?”, startup acceleration is the better door. If the strategy is already chosen and the operating system cannot hold it, enterprise transformation is.

The practice is fully online and works in English. Write [email protected] when a decision has an owner and a date by which it would help.

What you actually receive

Advisory is not a workshop with sticky notes and no owner. The engagement produces artifacts you can reuse after we leave:

• A decision memo: options, trade-offs, the recommendation, and the work you are explicitly not doing.
• A 90-day calendar: owners, dates, and the first three checkpoints — not a vision poster.
• A kill / keep list so pet projects stop competing with the move you just named.
• A one-page brief for the board, investors, or the leadership team that was not in the room.

We use your existing tools. If the company already lives in a spreadsheet, a Notion wiki, or a slide habit, the memo is written to travel there. Inventing a new system of record is not the engagement unless the diagnostic says the current one is the blocker.

How an advisory engagement runs

We start only when the brief has an owner. “Explore our strategy” is not a brief; “decide whether we open the second geography this fiscal year” is. The diagnostic is time-boxed. We do not extend it to look busy. Interviews are short and few: the people who hold the P&L, the people who talk to customers, and the people who would have to hire or fire if the memo is accepted.

The memo is the product of that window. It is written in the company’s language, with numbers from the company’s books. We will challenge a number that does not survive a second look; we will not invent a market size to make a slide feel expensive. If the honest answer is “you do not have enough signal to decide,” that is the recommendation — plus the cheapest experiment that would create the missing signal.

Implementation is optional and separate. Some clients take the memo and run. Others want us in the 90-day sprint: weekly working sessions, a named owner on your side, and a stop date. We do not convert a sprint into an open retainer by default. If the work is not done at day ninety, we write that down and you decide whether to continue.

What we will not do

We will not produce a 60-page deck whose only job is to prove we were in the building. We will not staff a bench of juniors to bill hours against research you already paid a bank or an intern to collect. We will not take a brief that requires us to lie to a board, a regulator, or a hiring candidate. And we will not pretend strategy consulting is a substitute for a product people want or a manager who can keep a calendar.

If another firm already owns the relationship and you only need a second pair of eyes on a memo, say so. A short review is a legitimate engagement. A shadow process designed to ambush an incumbent is not.

How this differs from the other two offers

Advisory ends in a decision. Acceleration ends in a company that can sell, hire, and tell a fundraising story without improvising every week. Transformation ends in an operating model that can hold a decision the company already made. Mixing the three in one statement of work is how consulting becomes fog. We would rather send you to the right page than sell a bundle with a complimentary name.