I
Portfolio strategy
A portfolio review had become a debate about individual business plans.
The full account
Chief Strategy Officer · Europe · Global perspective
MatteoFerraro
Making the choices that shape the next enterprise.
I help leadership teams make choices about the future of the enterprise.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
₹6,200 Cr
Portfolio reshaped
Exits, entries and partnerships
4
New growth businesses
Incubated to independent scale
15
Strategic partnerships
Across three continents
2030
Strategy horizon
Approved by the board, funded and tracked
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.
Matteo Ferraro
Chief Strategy Officer
Areas of stewardship
Where accountability has been mine.
- IEnterprise strategy
- IIPortfolio direction
- IIIStrategic partnerships
- IVScenario planning
Selected work
Decisions, and what they changed.
II
Strategic options
A growth opportunity depended on assumptions the organisation had not tested.
The full accountIII
Strategy execution
Strategic priorities were being added without changing budgets or leadership attention.
The full accountIn the boardroom
Stewardship beyond the executive role.
Meridian Consolidated
Independent Director
Strategy & Investment (Chair)
2022 — Present
The Futures Policy Institute
Fellow and Advisory Board Member
Scenario Council
2019 — Present
In the words of others
Trusted by those who appoint.
Turned our strategy from an annual document into a set of decisions we actually made.
Thinks in decades and acts in quarters. Exactly what a board needs.
The journal
Perspective, set down with care.
The portfolio question beyond each business plan
An enterprise can approve individually persuasive business plans without creating a coherent portfolio.
Read the essayScenarios should reveal a decision
A set of future narratives is useful when it changes how a leadership team acts today.
Read the essayResource allocation is where strategy becomes visible
Priorities that do not change budgets, leadership attention or capability investment may remain statements of intent.
Read the essayRecognition
Honours
- Strategy Leader of the YearCapital & Governance Quarterly2024
- Deal of the Year — PartnershipThe Corporate Development Awards2022
On record
As featured in
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 most consequential work begins with a conversation.
For board, advisory and leadership conversations where enterprise strategy matters.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
office@matteoferraro.example