In brief
You’ll have a 3-year plan you can explain to your team and bank, with clear priorities, resourcing logic, and a KPI scorecard that gets reviewed on a cadence you can keep.
You reached out because sales feel lumpy, delivery is getting stretched, and you’re about to make a hire or bet on a new line. I’ll put the numbers, constraints, and owners on paper so the plan survives contact with headcount and cash. If this looks like the right fit, the next step is a short intake call and a document request.
I’ll start by framing the real issues under the symptoms, then test the story against what your leaders see, what your market is doing, and what your capacity can actually support. From there I’ll run a decision workshop that produces a small set of commitments, with assumptions logged so you can revisit them without reopening the whole debate.
A bit about me
I’m Morgan Halstead, a strategy consultant. I work with founders of services firms who have outgrown instinct-only planning. The pattern is usually the same: demand comes in waves, delivery gets reactive, and every new opportunity creates a staffing argument. My job is to turn that noise into a short list of decisions tied to numbers.
Clients pick me when they want direction, not a neutral facilitation session and not a glossy deck. I will tell you what I think the data supports, where the story breaks, and which trade-offs you are already making by default. I write down assumptions, capacity limits, and owners so the plan holds up in execution.
Recent work
These are recent strategic planning engagements where the work ended in decisions, owners, and operating numbers people kept using.
Portfolio
Services firm growth reset. Issue framing started with sales volatility and delivery overload. I ran leadership interviews, pressure-tested the pipeline math, then facilitated an options workshop that produced a stop/start/continue list and a hiring sequence tied to utilization targets.
New offering viability scan. Market and competitor scan mapped TAM, SAM, and SOM and compared three entry paths. The work ended with a single recommended wedge, a pricing hypothesis, and a resourcing plan that fit existing delivery capacity without breaking current commitments.
Operating model and org design. The firm had grown faster than its manager layer. I mapped how work moved from sale to delivery, named handoffs that caused rework, and wrote operating model recommendations with role clarity and decision rights for sales, delivery, and finance.
“We left with decisions we could fund and a plan we still use.”
Founder, a growing services firm
How this runs
I keep this work practical by grounding it in your constraints. Every workshop ends with a decision log, an owner, and the assumption the decision depends on, so you can execute without relitigating the same arguments.
1. Intake and inputs Week 1 We start with a 45-minute intake call to align on the decisions you need to make and the planning horizon. I’ll send a short document request so I can review financials, pipeline, capacity, and any past planning work. You’ll know who I need to interview before we schedule anything. 2. Leadership interviews Week 1-2 I run structured interviews with the people who own revenue, delivery, and finance, plus any key leaders you want in the room for decisions. I synthesize what I hear into themes, tensions, and the choices hiding underneath. You get a readout that confirms I have the problem framed correctly. 3. Market check Week 2 I run a market and competitor scan and build a small set of explicit assumptions, including TAM, SAM, and SOM ranges where they matter. Then I check the assumptions with you and adjust based on what you know from the field. This step prevents the plan from relying on a story nobody believes. 4. Decisions workshop Week 3 I facilitate an options workshop aimed at decisions, not discussion. We evaluate a short list of strategic paths against capacity, cash, and leadership bandwidth. I capture decisions in a live log with owners and dates, plus the constraints we accepted. This is where stop, start, and continue gets real. 5. Scorecard and rollout Week 4 I translate the decisions into a KPI scorecard and a rollout plan your team can follow. We define the review cadence, owners for each metric, and what action gets triggered when a number moves. I also build a simple way to track the decision log so the plan stays alive after the meetings end.
Pricing
These are fixed-scope options for strategic planning over four weeks, with the same weekly cadence and clearer depth as you move up.
Priced items
Get started
If you want to move this from conversation to decisions, here’s how we’ll kick off.
1. Sign the proposal to reserve the start date. 2. Pay the 25% booking invoice within 14 days. 3. Book the intake call and I’ll send the document request the same day.
Signature
Fee summary
Payment
To book the work, I invoice 25% when you sign. I invoice the remaining 75% when the engagement is complete. Each invoice is payable within 14 days of its date.
Start inputs. Before I start Week 1, I need your document set and a single point of contact for scheduling. If inputs arrive late, the timeline moves with them and workshop dates may need to shift.
Interviews. Interview count is set by the package you choose. You pick the interview list with me in the intake, and you handle internal messaging so people show up ready to be candid.
Work changes. If you want to change the scope after we start, I will write up what changes, what drops, and what it costs before I do the extra work. Nothing expands by accident.
Decisions and ownership
I will recommend a direction when the facts point to one, and I will document tradeoffs in the decision log. You and your leadership team make the final calls and own execution.
Work product and ownership. Once the final invoice is paid, you own the strategic plan, scorecard, decision log, and supporting materials I created for you. I can reuse general methods and templates, not your confidential details.
Confidentiality. Anything you share in interviews, documents, or numbers stays between us. I do not share your materials or your plan outside your company unless you give me written permission.
Scheduling and pauses. This work runs on booked interview slots and a scheduled workshop. If the project pauses for more than two weeks because scheduling stops, I will confirm a new timeline before restarting.
