As the organisation evolved, leadership recognised the need to take a more deliberate and confident view of the market it operates within, not simply to support communication, but to strengthen strategic decision-making, commercial focus, and long-term value creation.

Workdry engaged us as strategic advisors to help define that opportunity clearly, create coherence across the group’s capabilities, and establish a framework the business could use to guide growth.

The challenge was not one of execution or operational performance.

It was a strategic question: how to clearly define the market opportunity, and express that advantage in a way that supports confident leadership decisions and more effective commercial engagement.

Without a shared strategic structure, opportunity is harder to prioritise, value is harder to articulate, and growth depends more on effort than leverage. Addressing this requires clarity at the level of architecture, not messaging.

Our role was to define and prescribe the right strategic intervention.

We began by establishing a clear, structured view of the market, not as a list of sectors or services, but as a coherent landscape of opportunity shaped by need, complexity, and value creation.

From this, we designed a strategic architecture that allowed the organisation to clearly distinguish and align:

Crucially, this architecture was designed to be practical and usable. It provided a shared framework for leadership, commercial teams, and future strategic decisions, not a static narrative.

The value of the engagement lay in disciplined sense-making.

Where leadership brought ambition, experience, and insight, our role was to introduce structure, strategic logic, and a clear plan of attack.

We identified what matters, defined how it fits together, and created frameworks that turn complexity into advantage.

This is where the advisory work moved beyond analysis and into impact, providing Workdry with a way of thinking that continues to create value long after the engagement itself.

The outcome was a clear strategic framework that enabled the business to:

• Operate with a shared and confident understanding of its market opportunity

• Identify and prioritise commercial opportunities with greater clarity and consistency

• Engage customers from a position of authority and relevance

• Create coherence across a growing group without eroding the strength of individual businesses

Most importantly, leadership gained a strategic tool, not simply a story, to support better decisions and inspire sustainable growth.