Strategy & Growth
Growth Strategy
We find what is actually limiting your growth, decide which markets, channels and investments deserve priority, and give your teams one plan to execute.
The problem
Everyone is busy, yet nobody can give the same answer to why revenue grew last year or why it slowed down.
Most growth plans are departmental targets stapled together. Marketing owns leads, sales owns bookings, product owns the roadmap, and no shared model shows whether those numbers reinforce each other.
So a slowdown gets read as a demand problem and media spend goes up. The real constraint may be churn, delivery capacity, or a customer mix drifting toward accounts that never become profitable. Spending against the wrong constraint just buys the same problem at a higher price.
A useful strategy starts by deciding what the company will stop doing.
You may recognize this
- Budget talks start from last year's numbers, with no view of margin by channel or segment.
- Customer count is climbing while cash flow and gross margin stay flat.
- Ask three executives which customers are most profitable and you get three answers.
How we work
Build a driver tree
We break revenue into its real inputs, such as new accounts, contract value, repeat purchase and churn, and give each driver an owner and a baseline.
Segment the unit economics
CAC, gross margin, payback period and lifetime value are calculated per segment and channel, because averages hide the customers losing you money.
Name the binding constraint
Using cohort retention curves and capacity data, we test demand, conversion, delivery and retention in turn to find the one constraint setting today's growth rate.
Run a portfolio of bets
Options are mapped on Ansoff axes and ranked by impact and cost. Each bet gets a budget, an owner and a written kill criterion.
What we deliver
- Driver-tree growth model with scenario tabs
- Unit economics by segment and channel
- Constraint diagnosis memo
- Prioritized bet portfolio with kill criteria
- Quarterly roadmap and budget allocation
How we measure
- LTV to CAC by segment: shows whether growth comes from customers worth acquiring.
- CAC payback period: tells you how long each new customer ties up cash.
- Cohort retention curves: separate durable revenue from one-off sales.
A service firm growing in the wrong segment
Illustrative scenario: A facilities maintenance company plans to raise digital ad spend to generate more leads. Unit economics show its smallest accounts consume a disproportionate share of support hours and drag margin down. Leadership postpones the media increase and rewrites its target segment, service packages and the qualification criteria used by sales.
Common questions
How is this different from a business plan?
A business plan documents a target and a budget. Growth strategy decides which lever gets you there, which assumptions need testing and what you will drop.
Our data is messy. Can we still start?
Yes. We build the first model from accounting, CRM and ad platform exports and flag gaps as assumptions.
Do you also handle execution?
If you want us to. Fratres runs strategy alongside media, content, software and data work. If your own team will execute, we write the plan for them.
Before we work together, let's think together.
Requests are answered by the founder.