Briars Group supports organisations expanding internationally by acting as an extension of leadership and operational teams across finance, HR, legal, compliance, and operations.

As the business continued to evolve, the CEO recognised an opportunity to sharpen strategic focus, accelerate performance, and ensure that investment and effort were aligned to the areas with the greatest potential impact.

We were engaged directly by the CEO to work closely with senior leadership, with a clear expectation: insight and recommendations needed to be pragmatic, prioritised, and rapidly actionable.

The challenge was not a lack of capability or ambition.

It was one of focus, sequencing, and acceleration — identifying where strategic attention would unlock disproportionate value, and ensuring the organisation could act on those opportunities without friction.

Leadership needed clarity on where to invest time, energy, and resources across sales, marketing, and product, while maintaining momentum in a fast-moving environment.

Our advisory role was deliberately compact and high-impact.

Over an intensive two-month period, we worked directly with the CEO, Sales Director, and senior leadership team. Through a series of structured sessions, observation, and challenge, we identified and surfaced a set of strategic opportunities capable of accelerating performance across key areas of the business.

Rather than delivering abstract recommendations, we translated these opportunities into a clear strategic framework, designed to support rapid understanding, prioritisation, and adoption.

To accelerate impact further, we introduced a practical “shift” mechanism: identifying where existing functions could be repositioned, behaviourally and operationally, to deliver improved outcomes without structural disruption.

Opportunities were categorised and aligned to the areas of the business best positioned to deliver them, enabling ownership, clarity, and pace of execution.

The effectiveness of the engagement lay in speed, trust, and structure.

Working directly with leadership allowed us to move quickly from insight to action. Our role was not to add complexity, but to create clarity, defining what mattered most, how it should be approached, and how it could be implemented within existing constraints.

This combination of strategic perspective and practical architecture ensured recommendations were not only understood, but acted upon.

The value of the engagement was evident before the programme concluded.

Several recommendations were implemented during the collaboration itself, with early impact visible in key areas of performance. Leadership entered the new year with a clearer view of strategic enablers, a sharper sense of priority, and greater confidence in how effort and investment should be allocated.

The business gained both short-term momentum and a medium-term strategic framework to guide continued improvement, without slowing decision-making or diluting focus.