Strategic work at Inigo Consulting does not produce thick documents that sit on shelves. It produces clarity about a small number of consequential choices that leadership is willing to own.
Corporate and business-unit strategy.
Clarifying where to play and how to win across markets, segments, and geographies—with explicit criteria for entering, defending, or exiting positions.
Portfolio and capital allocation.
Assessing which businesses, programs, or initiatives genuinely deserve incremental capital versus those that should be maintained, restructured, or divested.
Growth and adjacency evaluation.
Identifying where growth is structurally available—and where it is an illusion fueled by optimism—before committing resources to new segments, channels, or countries.
Strategic planning for knowledge institutions.
Defining programmatic focus, clarifying theories of change, and designing funding models that balance mission integrity with financial sustainability.
Most organizations do not lack strategic ideas—they lack clarity about which ideas deserve commitment when resources and attention are finite. Our firm'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. Inigo Consulting builds a shared factual foundation through quantitative analysis and qualitative insight from those who understand how decisions are really made in the relevant market. This creates a basis for leadership debate that does not rely on speculation.
-Strategy reviews following ownership or leadership transitions
-Multi-year roadmaps integrating financial, organizational, and market perspectives
-Board and executive offsites structured around consequential choices
-Strategic planning cycles for foundations and think tanks navigating funding transitions
Inigo Consulting answers specific questions that clients cannot resolve internally: Is this sector genuinely attractive? Who holds structural advantages and why? Which regulatory or policy changes will reshape competitive dynamics?
Sector and competitive analysis.
Mapping players, value chains, and profit pools including informal power structures and regulatory sensitivities that do not appear in public data.
Market entry and expansion studies.
Assessing attractiveness and feasibility of new markets or segments, with clear-eyed view of conditions required for success and likely failure modes.
Opportunity and risk scanning.
Identifying inflection points, policy shifts, and structural trends that could materially alter a client’s strategic options or competitive position.
Due diligence support.
Complementing financial and legal reviews with strategic and operational perspectives on sectors, business models, and management capabilities.
Standard market reports provide aggregate data but rarely explain how sectors actually function: who makes decisions and why, where value is captured, which barriers are real versus apparent, and how informal relationships shape outcomes. Inigo Consulting combines quantitative rigor with structured interviews to build layered understanding that supports high-stakes decisions. Our research moves beyond surface indicators to reveal how power is distributed, how value chains actually work, where regulatory pressure is building, and which competitive dynamics are durable versus temporary. This includes conversations with operators, former regulators, customers, and industry observers who understand context that does not appear in databases.
-Sector assessments for investors evaluating unfamiliar markets
-Competitive intelligence for corporations considering strategic moves
-Market entry studies for international organizations expanding into Latin America
-Due diligence support for acquisitions or partnerships requiring deep contextual understanding
-Environmental scans for knowledge institutions whose work depends on credible readings of economic and social dynamics
Strategy fails when good ideas are not translated into governed, executable initiatives. Inigo Consulting helps organizations move from vague commitments to structured projects with clear ownership, realistic sequencing, and mechanisms for course correction.
Project framing and design.
Translating high-level goals into well-defined projects with explicit scope, stakeholders, milestones, and decision gates that respect organizational capacity.
Initiative portfolio architecture.
Building coherent sets of initiatives that collectively advance strategy, rather than disconnected lists of activities competing for attention.
Governance and tracking design.
Establishing pragmatic oversight mechanisms—progress reviews, escalation protocols, resource reallocation triggers—that fit the organization’s culture and bandwidth.
Implementation partnerships.
In select cases, providing ongoing support during execution phases to navigate obstacles and maintain strategic alignment.
Many organizations accumulate unwieldy project lists where everything is labeled "strategic" but little receives sustained attention. Leadership lacks clear criteria for prioritization, and delivery teams experience chronic overload without clarity about what truly matters. Inigo Consulting typically begins with a structured review of ongoing and proposed initiatives, assessing their alignment with strategy, feasibility given capacity, and interdependencies. This leads to consolidation: fewer, more consequential projects with clearer accountability and more realistic timelines.
-Post-strategy portfolio resets that translate plans into executable initiatives
-Major transformation or growth programs requiring structured project design
-Revisiones de iniciativas para organizaciones en las que la ejecución se ha estancado
-Initiative reviews for organizations where execution has stalled
-Program architecture for knowledge institutions launching multi-year efforts
-Governance design for complex initiatives spanning multiple business units or geographies
In many contexts, decisive advantage comes from access to people who have solved similar problems under comparable constraints—practitioners whose experience cannot be replicated through analysis alone.
Specialist identification.
Finding individuals with directly relevant experience: former operators in specific sectors, academics with field expertise, policy practitioners, or executives who have navigated comparable challenges.
Structured expert engagements.
Designing interviews, workshops, or advisory roles that generate insight without creating conflicts, dependency, or ongoing obligations.
Knowledge synthesis.
Translating diverse expert inputs into coherent implications for the client’s decisions, rather than leaving them as disconnected perspectives requiring additional interpretation.
Network orchestration.
For complex questions, convening small groups of specialists whose combined perspective addresses different facets of a strategic challenge.
Sometimes the most valuable input is not another analysis but a conversation with someone who has navigated comparable constraints in a different context. Expert sourcing is particularly valuable for investors assessing unfamiliar sectors who need operational insight beyond financial models; corporations entering new markets who need candid perspectives on local dynamics; knowledge institutions strengthening analytical depth or policy influence; and organizations preparing for negotiations or partnerships with sophisticated counterparties.
-Expert interviews supporting market entry or acquisition decisions
-Advisory panels for organizations evaluating complex strategic choices
-Specialist workshops for leadership teams exploring new capabilities or business models
-Expert network development for knowledge institutions building research capacity
-Due diligence interviews with former operators, customers, or industry observers
Organizational structures, decision rights, and partnerships can silently undermine otherwise sound strategies. Inigo Consulting works with leadership to ensure these elements support rather than constrain strategic intent.
Business model clarification.
Defining how the organization creates value, for whom, and through which mechanisms, especially when hybrid models blend commercial and mission-driven objectives.
Partnership and alliance design.
Structuring collaborations, coalitions, or consortia where roles, incentives, and contributions are realistic and sustainable over time.
Decision architecture.
Helping boards and executive teams determine which decisions must be centralized, which can be delegated, and how information flows to support both.
Institutional positioning.
For knowledge institutions, clarifying how to balance independence, influence, and financial resilience while maintaining credibility with multiple constituencies.
Corporate groups use this work when clarifying holding company versus business unit roles, designing regional structures, or evaluating acquisition integration approaches. Family offices apply it when structuring co-investment vehicles or multigenerational governance. Our firm helps clients design organizational and partnership arrangements that are realistic about human behavior, power dynamics, and institutional constraints. This includes clarifying decision rights, designing governance that balances oversight with operational flexibility, and structuring partnerships that acknowledge different stakeholder incentives.
-Organizational design following mergers, acquisitions, or significant growth
-Partnership structuring for joint ventures, alliances, or consortium arrangements
-Governance design for family offices, corporate groups, or multi-stakeholder initiatives
-Strategic positioning for knowledge institutions navigating funding transitions or mission evolution
-Decision architecture reviews for organizations where unclear authority is causing delays or conflicts
Digital initiatives collapse when treated as technology projects rather than strategic choices about how an organization will operate, learn, and create value.
Opportunity framing.
Identifying the few digital or data initiatives that genuinely change the economic or impact equation, versus diffuse “transformation” efforts that consume resources without delivering results.
Capability and partnership strategy.
Determining which capabilities must be developed internally versus accessed through partners or vendors, based on strategic criticality and realistic build capacity.
Adoption pathways.
Designing realistic paths for technology adoption that recognize existing habits, organizational constraints, and regulatory environments rather than assuming frictionless change.
Innovation portfolio design.
Structuring balanced portfolios of incremental improvements, adjacency exploration, and longer-horizon bets—with appropriate governance for each.
Inigo Consulting's digital and innovation work is grounded in strategy and organizational design, not software implementation. Our experts help clients make informed choices about where digital investment will create advantage, then structure initiatives for realistic execution. This includes assessing digital maturity honestly, designing build-versus-partner strategies that respect capacity constraints, and creating governance that allows experimentation without losing strategic coherence. The focus is on identifying which digital initiatives genuinely matter—those that change unit economics, enable new business models, or create durable competitive advantages—versus those that are merely fashionable.
-Digital strategy development for organizations entering new phases of technology adoption
-Evaluaciones de creación frente a asociación para capacidades o plataformas específicas.
-Build-versus-partner assessments for specific capabilities or platforms
-Innovation portfolio design and governance for corporations managing multiple improvement and growth initiatives
-Technology adoption roadmaps that account for organizational culture and capacity constraints