Rajiv Consulting works with leadership teams on operating model, growth strategy, and the structural decisions that shape what a company becomes.
Three areas of focus, each delivered as a structured engagement rather than an open-ended retainer.
Where to compete, how to sequence it, and what to deprioritise. Includes market sizing, positioning, and a 3-year strategic roadmap your team can actually execute against.
Restructure decision rights, reporting lines, and process ownership so the org chart matches how work really flows — before growth makes the gaps expensive.
Due diligence support, integration planning, and post-merger operating design for founders and boards navigating acquisition, succession, or a funding round.
End-to-end support for companies preparing to go public — from readiness assessment and regulatory compliance to prospectus preparation and investor positioning.
Targeted advisory across business planning, financial structuring, and operational efficiency — helping organisations make better decisions at every stage of growth.
Strategic marketing frameworks, brand positioning, and go-to-market execution designed to build visibility and drive sustainable revenue growth.
No standard slide deck. Every engagement starts with the same discipline, then adapts to the company in front of us.
Structured interviews across leadership and frontline teams, plus a review of operating data, to find where the real constraint sits — not where it's assumed to be.
A small set of options, each with explicit trade-offs, modelled against the company's actual constraints: capital, headcount, timeline, and risk appetite.
Working alongside the leadership team through rollout, with weekly checkpoints and a clear handoff point — the goal is a plan the company owns, not a dependency on us.
Rajiv founded the firm after a decade leading strategy and operations functions inside fast-growing companies — seeing first-hand how often good strategy fails on the operating model that's meant to deliver it.
That's the gap this firm works in: the space between a strategy document and the org that has to run it. Engagements are kept deliberately small — a handful of mandates at a time — so the work stays close to the people doing it.
Clients range from venture-backed scale-ups preparing for their next round to established mid-market businesses restructuring ahead of a leadership transition.
"The clearest sign a strategy will work is that the org chart no longer needs to apologise for it."— Rajiv, Principal
No proposal, no commitment — just a conversation about the decision in front of you and whether this is the right kind of help for it.