The journey so far
Chief Strategy Officer · Singapore / Southeast Asia · Global perspective
Making the choices that shape the next enterprise.
I help leadership teams make choices about the future of the enterprise.
₹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
The compass
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.
The route
Waypoint 01 · 2005 — 2010
Meridian Consolidated
Ran acquisition screening and integration, and learned the difference between a good deal and a good strategy.
Waypoint 02 · 2010 — 2017
Ashworth & Lyle Strategy Advisers
Advised boards in industrials and financial services on portfolio choices, acquisitions and long-range strategy.
Waypoint 03 · 2016 — 2020
Fairhaven Holdings
Developed strategic assessments, partnership options and business plans across a portfolio.
Waypoint 04 · 2020 — Present
Aldermoor Group
Leading enterprise strategy, portfolio direction and the evaluation of growth options.
Expeditions
01
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.
02
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.
03
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.
Terrain
Languages
Harbours
Independent Director
Strategy & Investment (Chair)
2022 — Present
Fellow and Advisory Board Member
Scenario Council
2019 — Present
Fellow travellers
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.
Dispatches
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 essayRecognition
Coverage
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
For board, advisory and leadership conversations where enterprise strategy matters.
office@dineshteo.example