Strategy should sharpen a small number of consequential choices, not produce encyclopedic documents that satisfy process requirements without changing behavior.
Most organizations do not lack strategic ideas—they lack clarity about which ideas deserve commitment when resources and attention are finite. Inigo Consulting’s role is to help leadership distinguish between what is genuinely strategic and what is merely desirable, then build conviction around choices they are willing to defend and fund.
This requires moving beyond platitudes about “customer focus” or “innovation” to specific decisions with teeth: which customer segments to prioritize and which to serve minimally, which capabilities to build and which to access externally, which geographies to enter with full commitment and which to approach opportunistically.
The test of strategic work is not whether it produces impressive frameworks but whether it changes how leadership allocates capital, attention, and talent.
Frameworks are useful after understanding the organization, its constraints, and its political economy—not before.
Latin American markets share certain patterns but differ sharply in institutions, regulatory maturity, informal networks, and cultural norms around risk and decision-making. Strategies that ignore these frictions fail regardless of their analytical sophistication.
Inigo Consulting invests time into understanding organizational context: how decisions are really made, which stakeholders hold veto power, what has been tried before and why it succeeded or failed, and which constraints are immovable versus negotiable.
This contextual grounding shapes everything—from how options are framed, to which analyses matter most, to how implementation challenges are anticipated. Our team is experienced across corporate, investment, and knowledge institution settings, recognizing that each operates under different accountabilities and constraints.
Progress depends on conversations where assumptions can be challenged and uncertainty acknowledged, not on scripted meetings designed to avoid disagreement.
Inigo Consulting structures work around sessions where leadership refines thinking through informed debate. Our role is to bring analytical rigor, ask difficult questions, and ensure that choices are made explicitly rather than deferred through ambiguity.
This requires relationships built on mutual respect and intellectual honesty. Clients should expect to be challenged when assumptions are untested or when proposed strategies ignore constraints. In return, Inigo Consulting commits to transparency about limitations, uncertainty, and where answers are not knowable in advance.
We deliberately retain a selective client portfolio to preserve senior attention, discretion, and the ability to engage deeply rather than superficially. Many relationships evolve from project work into ongoing strategic counsel as context and needs shift.
Progress depends on conversations where assumptions can be challenged and uncertainty acknowledged, not on scripted meetings designed to avoid disagreement.
Inigo Consulting structures work around sessions where leadership refines thinking through informed debate. Our role is to bring analytical rigor, ask difficult questions, and ensure that choices are made explicitly rather than deferred through ambiguity.
This requires relationships built on mutual respect and intellectual honesty. Clients should expect to be challenged when assumptions are untested or when proposed strategies ignore constraints. In return, Inigo Consulting commits to transparency about limitations, uncertainty, and where answers are not knowable in advance.
We deliberately retain a selective client portfolio to preserve senior attention, discretion, and the ability to engage deeply rather than superficially. Many relationships evolve from project work into ongoing strategic counsel as context and needs shift.
Recommendations divorced from implementation realities are expensive fictions.
Inigo Consulting structures engagements to ensure that strategic choices are translated into specific initiatives with clear owners, realistic timelines, and governance mechanisms for course correction. This is not about prescribing detailed workplans—it is about creating architecture that allows organizations to execute with discipline.
Where appropriate, our team provides ongoing support during execution phases: reviewing progress, navigating obstacles, refining approaches as conditions change. The goal is not dependency but ensuring that good strategic thinking survives contact with operational reality.