A leadership monograph
Making the choices that shape the next enterprise.
Chief Strategy Officer · Europe · Global perspective · Volume I · 2026
Chapter I
I help leadership teams make choices about the future of the enterprise. My work connects portfolio direction, growth opportunities and strategic partnerships with the operating and capital decisions needed to act.
I am interested in the assumptions that make an option attractive, the evidence that could challenge it and the capabilities the organisation would need to pursue it. Strategy becomes practical when those questions are shared by the people responsible for execution.
I bring structure to uncertainty without pretending to remove it. My role is to improve the quality of the choice, clarify what must be learned and keep attention on the decisions that shape the next chapter.
Chapter II
Strategy should make a consequential choice clearer. I examine assumptions, alternatives and capability demands, then help the organisation connect its chosen direction with capital, ownership and a disciplined plan to learn.
Nadia Laurent
Chapter III
Chapter IV
§ 1
A portfolio review had become a debate about individual business plans. I developed a common view of market attractiveness, enterprise fit and capability requirements so the leadership team could compare strategic options. The discussion shifted toward the choices that mattered across the portfolio rather than defending each existing allocation.
§ 2
A growth opportunity depended on assumptions the organisation had not tested. We separated the reversible steps from the commitments that would be difficult to unwind, defined learning milestones and considered partnership options. The resulting recommendation connected ambition with an explicit plan to reduce uncertainty.
§ 3
Strategic priorities were being added without changing budgets or leadership attention. I worked with business-unit leaders and finance to connect the chosen priorities to resource decisions, named owners and review milestones. The strategy review became a place to address trade-offs and dependencies rather than restate the ambition.
Chapter V
2020 — Present
Aldermoor Group
Leading enterprise strategy, portfolio direction and the evaluation of growth options. Working with the CEO, finance and business-unit leaders to connect strategic choices with resources and execution.
2016 — 2020
Fairhaven Holdings
Developed strategic assessments, partnership options and business plans across a portfolio. Built experience framing uncertainty and translating analysis into decisions that operating teams can act on.
2010 — 2017
Ashworth & Lyle Strategy Advisers
Advised boards in industrials and financial services on portfolio choices, acquisitions and long-range strategy.
2005 — 2010
Meridian Consolidated
Ran acquisition screening and integration, and learned the difference between a good deal and a good strategy.
Chapter VI
Independent Director
Strategy & Investment (Chair)
2022 — Present
Fellow and Advisory Board Member
Scenario Council
2019 — Present
Chapter VII
An enterprise can approve individually persuasive business plans without creating a coherent portfolio.
Read the essayA set of future narratives is useful when it changes how a leadership team acts today.
Read the essayPriorities that do not change budgets, leadership attention or capability investment may remain statements of intent.
Read the essayChapter VIII
Capital & Governance Quarterly · 2025
“Making the portfolio choices most boards postpone”
The Boardroom Review · 2024
“Scenarios the board can actually use”
The Leadership Ledger podcast · 2023
“Episode 115 — Strategy is a choice, not a deck”
An invitation
The next chapter is written in conversation. I welcome enquiries from boards, chairs and those who carry consequential decisions.
office@nadialaurent.example