01« Our model is eroding. »
Decision
Pivot, defend or change segment.
Deliverable
Position review: unit economics by segment, competition, three costed options.
Short engagement
Business Strategy & Innovation
Choose the right direction, in the right order, with the means you actually have.
For the leader of an organisation, strategy is not a planning exercise: it is a set of trade-offs under constraints of capital, management time and execution capacity. Aegryn helps you frame them, quantify them and hold them.
What we observe
≈ 9,000
Bpifrance consulting missions in 2024, up 50% in one year
Bpifrance Press, 2025
−2%
French consulting market in 2025, excluding inflation
Syntec Conseil
−7.3
index points, NZZ SME barometer 2026, lowest level since the survey began in 2021
NZZ-KMU-Barometer 2026, Kalaidos University of Applied Sciences
What this changes
When conditions tighten, the cost of a wrong call rises. The need is no longer a large programme; it is one precise decision, taken quickly, with senior eyes on it.
What you get
01
A decision your board can defend in front of a banker or a shareholder.
02
A direction your committee can execute in your absence, without calling you.
03
A first dated action within thirty days.
Six situations
Where you stand. How we step in.
01
02« AI is changing our business. »
Decision
Where to integrate it, what not to automate.
Deliverable
Map of AI use cases by value-chain step, ranked by value created and risk carried.
A few weeks
03« A competitor is for sale, or a partner could acquire us. »
Decision
Organic growth, alliance or acquisition.
Deliverable
External growth thesis, target criteria, go / no-go framework.
A few weeks
04« We are opening a new market (DACH, Benelux, Southern Europe). »
Decision
Subsidiary, distributor, partner, or wait.
Deliverable
Country entry plan, with local regulatory requirements and talent needs.
A few weeks
05« My board, my bank or my shareholder wants a three-year plan. »
Decision
Which assumptions to own, which to test.
Deliverable
Defensible plan, explicit sensitivities, ten-page memo for the committee.
One to two months
06« The strategy is in my head. »
Decision
What must exist without you.
Deliverable
Strategy documented in five priorities, with owners and milestones.
A few weeks
Our services
- 01Review the strategic position
- 02Decide between options
- 03Build the three-year plan
- 04Prepare the committee (board, bank, shareholder memo)
- 05Frame entry into a new market
- 06Support the board (quarterly advisory)
Our framework
The Four-Test Grid
Every strategic option passes four tests before it is retained.
Value
What does it change to the value of the organisation in three years?
Reversibility
If it fails, what is the exit cost at twelve months?
Capacity
Do we have the people, the technology and the capital to execute it, without the CEO working on it full time?
Sequence
What has to be true first, and what can wait?
Deliverable
A one-page decision sheet that scores the options and names the first decision to take within thirty days.
By size
SME · 10 to 50 M€
The CEO decides with two or three people, without a strategy function. The constraint is time. We deliver short, without project structure, in a format that fits in ten pages.
Mid-cap · from 50 M€
Several businesses, an executive committee, sometimes a family shareholder or a fund. The constraint is alignment. We run the arbitration and document the decision for the board.
By sector
Finance & Capital
Disintermediation by new entrants; technology partnerships to arbitrate under DORA and FINMA constraints on critical third parties.
Health & Life Sciences
Moving from public to private, entering a country under a different MDR, HDS or EHDS framework.
Industry, Energy & Infrastructure
Services around the product (predictive maintenance, as-a-service); capturing the value of data or delegating it to an integrator.
Commerce, Services & Customer Experience
Omnichannel, pricing, the place of your own brand against third-party platforms.
Tech, Innovation & Public Sector
Product-led or sales-led model, target customer definition, DACH entry, access to public procurement.
Typical scenario · illustrative, not drawn from a named engagement
Industrial mid-cap of 120 M€, French-speaking Switzerland and France. The CEO hesitates between acquiring a predictive-maintenance software vendor and building in-house. Within three weeks, the committee holds a decision sheet: three options, total cost over three years, execution risks, reversibility conditions, first decision to take within thirty days.
What an AI tool will not do for you
An assistant structures your options. It knows neither your shareholders, nor your team, nor what your banker will accept. It does not answer for the decision. Aegryn challenges your assumptions, takes a position and comes back a few months later to measure the gap.
Implement
Implementing what was decided, through to acceptance.
- 01
Turn the strategy into an action plan, with owners, milestones and budgets.
- 02
Run the steering committee and track a dashboard of key indicators.
- 03
Launch the priority initiatives: new market, offer or business model.
- 04
Adjust the plan at each review, until results are delivered.
Confidential scoping call
Thirty minutes with a named expert from our network, accountable for their scope. No commitment at this stage; terms follow the scoping call.
Frame your decisionNewsletter · Built to Last
Market analysis, company lifecycles, lessons from the field. One letter, no prospecting.