Schrage Consulting works with owner-managed businesses, mid-sized companies and corporate teams on growth, cost structure, value creation and commercial due diligence — from the analysis that settles a decision to the measures that deliver it.
Strategy experience and analytical training behind the practice.
Work of the standard produced by the large strategy firms is rarely inaccessible because of the analysis itself. It is inaccessible because of what surrounds it — the staffing structures, the layers of review, the engagement lengths that only large budgets can absorb.
Schrage Consulting is built to remove that. Clients get the engine rather than the apparatus: direct access to the work as it is being done, at a scale set by the decision rather than by the firm delivering it.
Most companies do not need a six-month programme. They need one question answered properly — quickly enough to act on, and thoroughly enough to defend.
Analysis is only worth what it changes. Questions are sized, benchmarked and modelled until the decision is clear — and the work then continues into the measures themselves, sequenced and owned, adjusted as results come in.
That is the part most advice never reaches, and the part where the value actually appears.
Functional rather than sector-specific. Scope is defined case by case against the decision in front of management.
Market sizing, customer segmentation and competitive position; go-to-market design across channels and geographies; portfolio priorities set out as a sequenced plan rather than a list of options.
Cost base broken down by function and activity, then benchmarked against comparable companies to quantify the gap and locate it — overhead, procurement, footprint and make-or-buy.
Market, customer and competitive assessment behind a target or partner, with financial modelling and a view on where value would realistically come from — and what would have to be true for it to.
Assessment and structuring of strategic partnerships, governance design, integration planning, and support to management through the execution period when most value is won or lost.
Most value creation plans fail on specificity: levers are listed but never quantified, so nothing is prioritised and little is implemented. Each lever here is sized against the business's own numbers, ordered by impact and by what the organisation can absorb, and translated into measures with owners and timing.
From there it becomes a delivery plan: each measure with an owner, a start date, an expected effect and a way of telling whether it is working — tracked until the value is visible in the company's own reporting, not only in the plan.
Each engagement starts from the specific decision in front of management. Scope, timeline and deliverable are agreed before work begins, and the work stays inside them.
Market sizing, cost benchmarks and financial models are built to withstand scrutiny — from a board, a lender or a counterparty — rather than frameworks applied from the outside.
Where it helps, the work continues past the recommendation: measures sequenced with owners and expected effect, and support to the team while they are carried out.
A short description of the situation is enough to begin — what decision is in front of you, and by when it has to be made. Initial conversations are normally arranged within a few days, and are without obligation.
The practice works with clients internationally. Engagements are delivered remotely, with time on site where the work requires it.