Roche on Strategy
Who I Help

Executive situations, not industry verticals.

Mandates are organized around the kind of decision in front of the leadership team. The descriptions below are written from inside those situations — what makes them difficult, and where the work actually starts.

01

Companies redefining category strategy

The category the company entered is no longer the category it is being measured in. Pricing pressure, adjacent entrants, and customer consolidation have moved the boundary. The internal conversation still uses the old vocabulary. Resetting the category is harder than resetting the plan: it forces every function to revise what it thought it was doing.

  • Category framing
  • Competitive position
  • Narrative reset
02

Organizations rebuilding partner ecosystems

The partner motion was assembled in pieces — a marketplace, an alliances team, a few integrations product agreed to under pressure. It now produces activity but not compounding. Rebuilding it requires choosing which partners actually matter for the next five years and deprecating the rest.

  • Ecosystem thesis
  • ISV program design
  • Integration roadmap
03

Executive teams aligning product, partnerships, and GTM

Each function has a coherent plan. Together they do not add up. The friction shows up as missed forecasts, partner complaints, and roadmap fights. The underlying issue is usually decision rights — who owns the customer, who owns the partner, and who carries the number when they overlap.

  • Operating model
  • Decision rights
  • Commercial alignment
04

PE-backed companies maturing the commercial model

The thesis assumed a more sophisticated commercial motion than the company currently runs. Pricing, packaging, partner economics, and segmentation were stitched together at an earlier stage and have not been revisited. The next hold period needs that work done in months, without disrupting run-rate.

  • 100-day priorities
  • Pricing & packaging
  • Partner & channel economics
05

Enterprise software companies navigating AI

AI is being absorbed into the product, the workflow, and the customer conversation at the same time. The constraint is rarely model capability. It is data rights, customer trust, internal accountability, and where the company is willing to take a position. Treating it as a governance problem changes what ships and what gets sold.

  • AI governance
  • Data & trust posture
  • Model & partner strategy
How the work runs

A small number of mandates. Direct involvement. No production line.

Every engagement is led personally. The output is what the executive team needs to make a specific decision and act on it — a short document, a working session, and a follow-on conversation a few weeks later. Most mandates run six to twelve weeks. A few continue as quiet, ongoing advisory.

Questions from inbound notes
Which industries do you work with?
Mandates are organized around executive situations rather than industry verticals. Most clients are enterprise software and SaaS companies, including supply chain technology, AI-native products, and PE-backed software businesses where partner-led growth, commercial architecture, or category position is the active question.
What stage of company is this for?
Typically post-product-market-fit through public-company scale. The common thread is a leadership team whose next phase of growth depends less on product capability and more on operating model, partner ecosystems, or commercial architecture.
How long do mandates run?
Most mandates run six to twelve weeks. A small number continue as quiet, ongoing advisory once the initial decision has been made and execution is underway.
How is the work delivered?
Every engagement is led personally. There is no production line, no associate team, and no fixed deck template. The output is what the executive team needs to make a specific decision and act on it — a short document, a working session, and a follow-on conversation a few weeks later.

If one of these situations is familiar, the next step is a short conversation.

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