Sightline
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Consulting

Growth choices, stronger offers and a route into market.

A focused project on a growth, offer or market question.

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Consulting around the question you need to resolve.

We work with your team to understand the situation, develop credible options and decide where to invest and how to turn the opportunity into business.

The work below is shaped around the question you need to resolve. We agree the scope, evidence and useful outputs before the assignment begins.

01

Growth Direction & Focus

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  • Where should we invest, protect, reshape or stop?
  • What is affecting revenue, margin, retention or conversion?

What we work through

We examine performance across customers, offers and routes to market, alongside customer needs, competitive alternatives and emerging opportunities. With your team, we distinguish the explanations that matter and compare where further investment could create value. The work can address an underperforming business, a new source of growth or a choice between competing priorities.

What you can move forward with

  • A clear explanation of what is driving performance, what is holding it back and where growth could come from.
  • Priorities for the customers, offers or opportunities to back, protect, reshape or stop.
  • The rationale, resource implications and next actions or tests behind those priorities.

In practice

Turning an acquisition into a funded plan for growth.

An acquisition brought together established consulting and analytics with powerful new software capabilities. The opportunity was substantial. The direction was less clear: overlapping offers, competing priorities and different views of what customers would buy next.

Nic co-led the work that connected customer demand, competitive developments and the combined organisation’s capabilities. It established where to invest, which offers to bring together and how the portfolio could evolve into a stronger commercial proposition.

What changed

Leadership backing, investment funding and a shared development roadmap—with the first joint software offer brought to market.

Experience · Nic Kaftan

02

Innovation & Offer-to-Market

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  • What progress is the customer or buyer trying to make?
  • What must change for this offer to earn adoption?

What we work through

We explore the customer’s situation, the alternatives they use and why they might change. We develop or improve the proposition, price and route to adoption, then examine its role in the portfolio, economics and delivery requirements. Where evidence is limited, we shape a practical way to test the most important assumptions.

What you can move forward with

  • A clearer proposition, target customer and value story to develop or test.
  • The pricing, portfolio and delivery assumptions behind the commercial case.
  • A development or testing plan focused on the assumptions that could change the investment decision.

In practice

Creating a new offer from capabilities the business already had.

Customers wanted faster, more relevant answers. Competitors were gaining attention with new approaches, while established services risked losing ground.

Nic identified an opportunity to combine complementary analytical capabilities into an offer the business had not previously taken to market. He connected customer requirements with the expertise available across teams, worked through delivery and pricing, and equipped commercial colleagues to explain and sell the combined solution.

What changed

A saleable new offer and the first customer projects—turning existing expertise into an additional source of business.

Experience · Nic Kaftan

03

Market Entry, GTM & Activation

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  • Which market or segment should we enter first?
  • What is preventing a current market effort from gaining traction?

What we work through

We examine where the offer has the strongest initial fit, who uses it, who pays and who can approve adoption. We assess channels, partners, customer requirements and delivery conditions, then work with your team on the first commercial steps. For an existing launch or pilot, we investigate where progress is breaking down.

What you can move forward with

  • A first-market, target-customer and channel choice, with a clear rationale.
  • A route to first sales or stronger traction, including the role of partners.
  • An activation plan with responsibilities, evidence of progress and review points.

In practice

Protecting six-figure contracts when customer confidence was at risk.

A retail-technology business was moving quickly. Its German customer relationships were under pressure. Enterprise clients faced delivery gaps and unclear responsibilities, putting recurring revenue and upcoming renewals at risk.

Nic took over the local business, established what customers needed and brought commercial, analytics, technical and delivery teams around a coordinated response. He translated the platform’s capabilities into practical customer value, addressed delivery problems and rebuilt confidence in the relationship.

What changed

Enterprise SaaS contracts worth US$100k–200k in annual recurring revenue protected, with key relationships stabilised ahead of renewal discussions.

Experience · Nic Kaftan

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Working together.

The question sets the scope.
The work moves it forward.

Before we begin

Before work begins, we agree the question, the decisions it should inform, who needs to be involved and what evidence is available. That sets the scope, level of involvement and fee.

During the assignment

During the assignment, we bring together commercial information, customer understanding and market evidence. We work through alternatives with your team, making clear what is known, what is assumed and where further investigation would change the choice.

The next move

You leave with a recommendation and its rationale, the uncertainties that remain, and practical next actions with owners and review points. Where implementation support is needed, we agree the responsibilities as part of the assignment.

When the future may change the choice.

Some decisions cannot be settled from a view of the present. We use foresight to test changing needs, market conditions and assumptions before a heavy commitment, and design thinking to make possible responses tangible enough to try.

Foresight & Design Thinking

Senior judgement stays with the work.

AI shortens the analysis. It does not make the choice: every recommendation we give is reviewed, sourced and owned by a person.

Sightline is led by Nic Kaftan, who brings more than twenty years across consulting, innovation and analytics, global accounts and international commercial leadership. Specialists join when the question needs them, and senior people stay with the work throughout.

How we think

Senior AdvisoryAn ongoing partner for leaders carrying important commercial decisions.

Bring the question before the answer is clear.

You do not need a finished brief. We start with your situation, what you want to achieve and whether Sightline is the right help.

Start a conversationhello@sightline-advisory.com