Strategic Planning & Board Relations Ahead of Series A Raise
The CEO of a FinTech Trust Charter Payments as a Service start-up engaged Conscient Strategies to address root issues hindering their growth. The company had pre-seed funding and was looking to do Series A raise. The start-up needed to improve its strategic planning, product roadmap, and communications with the board. Conscient Strategies was brought in to advise the organization on strategic planning, product road mapping, board management, and provide leadership coaching to the CEO.
We began by undertaking a needs assessment of organization focuses especially on the executive team (CEO, Head of Sales, Chief of Compliance, and Head of Operations). We also had conversations with the board to understand the root of the disconnects between the executives and the board. The assessment focused on the strategic plan and organizational structure.
What we discovered
We identified the following root issues and gaps:
- Lack of a formalized strategic plan and product roadmap
- No clear process for new customer onboarding
- Need to identify potential sources for funding
- Communication gaps between company executives and board
- Need for leadership coaching for the CEO
What we did
Conscient Strategies engaged the CEO and broader executive team to solve these issues in a holistic and iterative manner. Through our work with the whole executive team, we provided targeted coaching services, advised them in writing a strategic plan and then guided them through a communications approach and process to get that plan adopted by the board. We helped the client hire top talent – including banking experts and experienced hires – to fill gaps in the org structure. Additionally, we guided the leadership team as they developed a product roadmap and new customer onboarding process, along with an objectives and key results (OKR) system to ensure they achieved their strategic plan.
Through their work with the whole executive team, Conscient Strategies provided targeted coaching services, advised them in writing a strategic plan and then guided them through a communications approach and process to get that plan adopted by the board.
With these improvements, in the second year of the engagement, the company saw:
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