Week 1
Frame
Read the unresolved version: site, pitch, product language, the last funding or sales conversation. Name the actual decision. Name the fake ones.
Clarity Sprint · 4 weeks
Leave with one decision the whole company can say out loud.Not a rebrand.Not a deck factory.A bounded sprint for the moment when the product,the site,and the founder conversation are describing three different companies.
Fit
This is the moment it is for.
Internally there is already a direction. Externally it has not settled. The homepage says one thing. The founder says another. Sales, product, and the board each have a usable sentence — and they are not the same sentence.
- The site and the pitch recruit two different buyers.
- A round, hire, or first enterprise conversation made the fog expensive.
- Two products, a “platform”, or a Labs story now sit under one name.
- The team can build. It cannot yet say what to ignore.
This is not for
- A team that wants a logo, a campaign, or more output.
- Pre-seed companies still searching for a problem.
- A process that needs six stakeholders to approve a sentence.
Leave with
What you leave with
The artefact is not the point. The point is a decision that survives the next meeting.
1
The decision
What you stand for, what you build next, and what you stop.
2
The sentence
One line the founder, the site, and the team can use without translating it.
3
The map
Audiences, constraints, trade-offs, owners, and the next useful move. Visible enough that the argument does not restart next week.
The sprint
Four weeks. One question.
Week 2
Trade-offs
Make the constraints visible. What cannot be true at the same time. Who the work is not for.
Week 3
Direction
Write the sentence. Stress-test it against product choices, a sceptical buyer, and the board. Kill the second story.
Week 4
Hand-off
A short decision map and a practical next move. Not a brand book. Not a 40-page strategy PDF.
Calls are few and prepared. Most of the work is structure, not workshops.
Boundaries
What this sprint does not do
- Identity systems, campaigns, or production volume.
- Hiring or running a design team.
- Ongoing marketing retainers. Those only start after the decision exists.
- Facilitation theatre with a room full of post-its and no owner.
Selected work
Where strategy changed the output
Kite Magnetics
Two stories: technical substance vs investor understanding.
The choice: reorder the communication so the science could be followed.
What stopped: asking the market to do the translation.
Cropsie
Two stories: field reality vs a generic agtech platform line.
The choice: a proposition where climate pressure and adoption could meet.
What stopped: explaining the product as if the farm were abstract.
Dutch Lions FC
Two stories: club identity vs a multi-stakeholder development pathway.
The choice: a communication hierarchy the organisation could actually use.
What stopped: one message trying to serve every table at once.
Older work (FC Cincinnati, WatStemmenWij) sits on the work page. The sprint is the current offer.
First step
The first step is a dossier, not a call.
Send two sentences:
- 1. The sentence currently on the homepage.
- 2. The sentence the founder uses when someone asks “what do you build?”
If those two already match, there is nothing to sprint. If they pull toward different buyers, reply with the short context: stage, team size, and what made this expensive now.
If the fit is there, the next step is one focused conversation. Not a chemistry meeting.
Fee
€28,000
Fixed. Four weeks. One owner on your side who can decide.
The number is the sprint, not a retainer and not a menu. If the work is smaller than this, it is probably not this work.
Remote. Direct with the founder or CEO. No account layer.