Three deliverables.
In sequence.

Before any plan is built, the work is diagnostic. We look across the business, the market, customers, and current marketing activity — not to catalogue everything, but to identify the specific constraint that is most limiting growth.

That constraint might be a demand problem: not enough people know the business exists. It might be a retrieval problem: people know it exists but don't think of it when it matters. It might be a reach problem, a distinctiveness problem, a commercial model that's eroding the margin that marketing should be building, or an investment allocation working against growth rather than for it.

The Constraint Diagnosis names the primary constraint clearly, explains the evidence for it, and establishes why addressing it — rather than anything else — is the highest-value move.

Review the constraint framework →

The Growth Plan is the practical output built around the constraint and priorities established in the first two stages. It sets out where growth will come from, how more buyers will be reached and how the business will be remembered when it matters, where to invest and in what proportion, what to stop doing, and how to measure whether it's working.

Every element is there because the diagnosis and priorities justify it — not because it was in a template or because it worked for someone else.

It can be used to brief agencies, align internal teams, make investment decisions, or simply to have a clear direction that holds up to scrutiny. It is a marketing plan in the truest sense — one built from the problem, not from the format.