01. Strategy consulting
We work with C-level leadership to align shareholders, boards, management and teams around the choices that shape the business.
What you have at the end.
A strategy with the choices made: where to grow, what to stop, and what to fund first.
Owners, the board and the leadership team committed to it, with budgets and accountabilities assigned.
An organisation and governance model sized to deliver it.
A roadmap your own teams run, with milestones, owners and a simple way to track progress.
A solution informed from outside, built to work inside.
We bring challenge, outside expertise, and relevant practices from beyond your organisation, not a single imported framework, but informed judgment drawn from working across different scopes. We combine that with what your own people already know about the business. The result is a recommendation built with you, not handed to you. One your teams are equipped to own and execute, whoever is asking, ordering, or paying.
The direction, the risk they are willing to take and the value they expect.
The priorities, the resources and what each of them is accountable for delivering.
The plan is designed with the people who will run it, so they own it and deliver it.
Every choice is tested against the customer: who the company serves, what it delivers and how.
See how we build the teamWho does the work
2F Advisory brings together experienced consultants and operators. Each engagement has a consulting core, with operators and outside experts added for the specific question.
A project leader and consultants, former strategy consultants from BCG, McKinsey, Bain and other top-tier firms, running the analysis and the work plan day to day.
People who have run the function or the business in question, added for their direct experience.
Specialists, practitioners and market participants in your sector, interviewed to test the fact base and the options.
The leaders and people who will run the plan, working alongside us from the start.
Selected work
A leading African FMCG conglomerate needed a strategy review across operations, procurement, inventory, and workforce.
Strategic assessment and option framing across all four areas.
A major Portuguese integrated energy company was assessing a new energy business unit spanning fuels, gas, electricity, and renewables.
Commercial analysis and implementation inputs for B2B/B2C offers.
A Portuguese healthcare investment holding needed governance modernized across board, committees, and subsidiaries.
Benchmarked comparable models, defined board/committee/subsidiary structure.
An international oil company subsidiary in Angola needed its corporate functions reorganized.
Benchmarks, roles, organization design, ways-of-working, implementation planning.
A PSI-listed healthcare technology company needed high-level organization and governance principles defined.
First-two-levels-of-structure review, org/governance principles.
One of the largest US oil and gas subsidiaries needed its organisational, operational and cultural model reconfigured.
18-month multi-company transformation; 30+ person team across 12 countries; over 90% of initiatives implemented.
A state-owned energy conglomerate in Angola needed its petroleum-sector transformation designed and executed.
PMO setup, diagnosis, reorganization, operating model and efficiency workstreams.
A pharmaceutical analytical-services laboratory needed PMO discipline across 7 initiatives during strategic-plan implementation (capacity, methods, pricing, partnerships, org structure, business plan, lab operations).
PMO across all workstreams, phased delivery.
2F Advisory draws on experience spanning 50+ engagements across 7 capability areas, including corporate strategy, operating-model redesign, transformation, transactions and energy transition.
One question, a team sized to answer it and a clear end point: typically a strategy, an operating model or a transformation plan agreed by the leadership team.
Regular senior counsel for the CEO or the board as decisions come up: strategic choices, investments, organisation and key appointments.
Hands-on support to run the plan where delivery discipline is the missing piece: a programme office, initiative tracking and the routines that keep teams on course.
Research, data work and documents prepared faster with AI, checked by the team.
Every initiative with a plan, a current phase and a named next step, kept up to date between meetings.
The executive who runs the plan can keep Urdima as a private office that holds priorities and follow-ups.
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