Strategy in practice.

The challenge

Tessera was competing in an increasingly crowded VC market with an undifferentiated story. Their deal flow relied on existing relationships — inbound was negligible. The brand communicated capability without communicating conviction.

Our approach

We conducted a deep audit of their actual edge — not what they claimed, but what their portfolio companies consistently cited as the difference-maker. The answer was clear: deep operational involvement post-investment, at a level their peers did not offer. We built a new narrative framework around that truth and restructured all positioning materials to reflect it.

The challenge

Nordwave had a high-quality product and a capable team — but no coherent market story. Marketing output was high in volume and low in strategic alignment. Content was produced on instinct, not insight. Conversion from interest to qualified lead was flat.

Our approach

We repositioned from product-led messaging to outcome-led narrative: what customers gained, not what the product did. Then we built a content strategy and thought leadership programme grounded in what their ideal customers needed to believe before they were ready to buy.

The challenge

Vertex had outgrown its positioning. They were known as an execution shop — fast, reliable, affordable. But the founders wanted to compete at a different level: as a strategic creative partner, not a production resource. The gap between their ambition and their market perception was significant.

Our approach

We developed a new brand narrative and positioning framework designed to attract clients who value strategic thinking alongside production quality. This included revised case study architecture, a new approach to business development materials, and guidance on how to communicate the shift without alienating existing clients.