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Independent strategy practice
Make the next decision with a clearer view.
Cedar helps B2B leadership teams choose where to play, align how the business runs, and turn strategy into an executable 90-day plan.
- B2B software
- Professional services
- Data businesses
- Growth-stage teams
Services
Four kinds of decision.
Each engagement is built around a specific choice leadership needs to make—not a predetermined stack of workshops.
Market direction
Which segments merit focus?
Attractiveness model, customer evidence, market thesis
Offer & positioning
Why should the right buyer choose you?
Offer architecture, narrative, proof plan
Operating model
How should decisions and work flow?
Roles, handoffs, governance, decision rights
Growth planning
What happens next—and who owns it?
Priorities, owners, milestones, 90-day plan
Selected work / Fictional examples
Evidence that changed the decision.
Choosing a market the product could actually win
- Situation
- Pipeline was spread across six segments, with uneven conversion and no shared view of where to invest.
- Work
- Segment model, twelve buyer interviews, competitive evidence, and offer redesign.
- Decision
- Focus go-to-market on utilities and public infrastructure, with one offer built for regulated buying teams.
Building an operating model before growth broke delivery
- Situation
- New sales outpaced delivery capacity, while ownership shifted at every client handoff.
- Work
- Capacity model, role clarity, service economics, and handoff design.
- Decision
- Move to a pod structure with named decision rights and a quarterly pricing review.
Testing a recurring service before funding the launch
- Situation
- Leadership saw demand for remote monitoring but lacked evidence on willingness to pay and service cost.
- Work
- Customer interviews, pilot design, unit economics, and launch sequence.
- Decision
- Pilot with one equipment family and two service tiers before investing in a wider rollout.
“A strategy is useful only when it changes what gets funded, stopped, or sequenced.”
Approach
From an open question to owned action.
- 01
Frame
Define the decision, the constraints, and the people who must align.
- 02
Evidence
Collect only the evidence capable of changing the decision.
- 03
Decide
Make the tradeoffs explicit and choose a defensible direction.
- 04
Mobilize
Translate the choice into owners, sequence, measures, and next actions.
Working notes
Useful before the workshop.
Market focusThe cost of serving too many segments
The cost of serving too many segments
Fragmented focus is not only a marketing problem. It multiplies roadmap exceptions, sales narratives, onboarding paths, and service costs until the business can no longer see which customers it serves well.
OrganizationWhat a useful operating model actually decides
What a useful operating model actually decides
An operating model should make ownership visible. It needs to answer who decides, where work changes hands, what gets standardized, and what the organization will deliberately keep flexible.
Offer designWhen growth is a positioning problem
When growth is a positioning problem
More demand generation cannot fix an offer that asks buyers to interpret its value. Before adding channels, tighten the buyer, the problem, the evidence, and the reason to act now.
Start a conversation
Start with the decision, not a deck.
Open a project brief
- 01What decision are you facing?
- 02When must it be made?
- 03Who needs to align around it?