← Engagements
02

Growth Option Prioritisation

"We have fifteen things we could fund. Everyone has a favourite, every one of them has a business case, and none of the cases are comparable."

Fixed priceCEO, CFO or CSO
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Context

Who it is for
A CEO, CFO or CSO with more growth options than budget, each with its own business case.
Why it matters
Each business case is built on its own assumptions, so none of them can be compared. The options nobody has written up often matter as much as the ones on the list.

Approach

First

Find the options

Everything already proposed, put on one basis, plus the options nobody has written up, such as capacity you already pay for or a customer need served badly elsewhere.

Then

Score them

Market size, unit economics at real volume, feasibility and time to revenue, applied the same way to every option.

Finally

Narrow and sequence

Three or four options in order, with the dependencies set out. I also write down why the others lost, so the exec team can defend the choice six months later.

Deliverables

Not included: building what gets chosen, including implementation planning, vendor selection and technical architecture.

  • A prioritised shortlist, with the economics for each option
  • The scoring model, yours to re-run
  • A note on what was deprioritised, and why
  • An investor-facing version of the case, where needed
  • A session with the exec team

Terms

Fixed price, agreed after a short call. How I work →

Always open to a conversation.

martin@scalepointpartners.com
Or message me on LinkedIn.