Strategic Plan — Three-Year Plan for Meridian Advisory Partners

Organisation: Meridian Advisory Partners (boutique management-consulting firm, ~70 staff) Plan owner: Elena Marsh, Managing Partner Plan horizon: 2026-2028 Last reviewed: 12 January 2026 Next review: 6 April 2026

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1. Vision, mission, and values

Vision (where we are going): To be the advisory firm mid-market manufacturers turn to first when they need to modernise operations, recognised across our three home regions by 2028.

Mission (why we exist today): We help mid-market industrial businesses make hard operational decisions with confidence, pairing deep sector experience with hands-on implementation.

Values (how we behave):

• Stay in the room — we see recommendations through to results, not just slide decks.
• Plain speech — we say the hard thing early, even when it costs us the easy sale.
• Earn the next project — every engagement is judged by whether the client would hire us again.

2. Situation analysis (SWOT)

Strengths (internal)	Weaknesses (internal)
Deep manufacturing-operations expertise and senior bench	Over-reliant on three large clients (58 percent of revenue)
Strong repeat-business rate (71 percent)	Thin presence outside our home region
Reputation for implementation, not just advice	No productised or recurring revenue — all bespoke project work

Opportunities (external)	Threats (external)
Mid-market manufacturers investing heavily in automation	Larger consultancies moving down into the mid-market
Demand for sustainability and supply-chain redesign work	Senior-talent shortage driving up delivery costs
Underserved adjacent region with no specialist incumbent	Client capital spending sensitive to interest-rate cycles

Synthesis: Our implementation strength is exactly what the automation and supply-chain wave needs, so we should aim that capability at the underserved adjacent region before a larger firm claims it. At the same time, client concentration is our most serious exposure — a downturn at any one of the top three would be painful, so broadening the client base and adding some recurring revenue are non-negotiable this cycle.

3. Strategic objectives

1. Reduce client concentration — bring the top three clients below 40 percent of revenue by diversifying the base.
2. Open the adjacent region — establish a credible, self-sustaining presence in the new region by 2028.
3. Add recurring revenue — launch a retained advisory offering so revenue is less dependent on one-off projects.

4. Key initiatives

Initiative	Linked objective	Owner	Budget	Timeline
Mid-market new-client acquisition programme	Reduce concentration	Raj Patel (Partner, Growth)	0.6M	2026-2027
Regional office launch (lease, two senior hires, local marketing)	Open the adjacent region	Elena Marsh	1.2M	H2 2026 - 2028
Productise a quarterly "operations health" retainer	Add recurring revenue	Sofia Lindgren (Partner)	0.3M	2026
Senior-talent pipeline and academy	(enabler across all three)	Daniel Okoye (People)	0.4M	2026-2028

5. OKRs

Objective 1: Reduce client concentration

• Key result: Reduce top-three client share from 58 percent to 40 percent of revenue.
• Key result: Sign 12 new mid-market clients over the plan, at least 4 in year one.

Objective 2: Open the adjacent region

• Key result: Reach 1.5M in regional revenue by end of 2028, break-even by end of 2027.
• Key result: Build a local team of six, including two senior consultants, by mid-2027.

Objective 3: Add recurring revenue

• Key result: Grow recurring retainer revenue from 0 to 1.0M annual run-rate by end of 2028.
• Key result: Convert 15 existing project clients onto a retainer.

6. Resourcing

Resource area	What the plan needs	Current state	Gap / action
People / headcount	8 net new hires, weighted senior	70 staff, hiring is slow	Stand up the talent academy in Q1 2026
Budget	2.5M invested over three years	Strong balance sheet, modest reserves	Fund from retained earnings; cap regional spend if year-one targets slip
Capabilities / tools	A repeatable retainer methodology	Everything is bespoke today	Sofia to codify the operations-health diagnostic in H1 2026

7. Review cadence

• Quarterly: Partners score every key result, decide what to accelerate or pause, and reset the next quarter's priorities at the partner offsite.
• Monthly: Owners of the regional launch and the retainer initiative report blockers and resourcing needs in the leadership meeting.
• Annually: Refresh the SWOT, retire any completed objectives, and reset three-year targets each December, with a deeper strategy reset planned for the 2028 cycle.