Work / Practising strategy without the consequences
Practising strategy without the consequences
- Client
- Strategy Quest
- Year
- 2026
- Role
- Co-founder and CCO — responsible for product development
- Question
- Every simulation was three to five weeks of custom work, and the B2C model didn't match who actually pays for it.
- Approach
- Turned the company from B2C into B2B and rebuilt the system into an almost-SaaS model.
- Result
- Development costs per simulation have dropped sharply and we can now serve many more clients, at the same quality.
The situation
You don’t learn strategic decision-making from a presentation. You learn it by doing it and seeing what happens. That was the idea behind Strategy Quest, and it worked — but the company around it didn’t.
Two things were in the way. It was set up as B2C, while the party that actually pays is an organisation, not an individual. And every simulation was custom work: three to five weeks of building for one client. That keeps you a project agency, however good the product.
What I did
I joined as a late founder and stepped in next to Stephen as CEO. First I turned the company from B2C into B2B — a different buyer, a different conversation, a different product.
Then, over the past six months, I rebuilt the system from the ground up into an almost-SaaS model. I’m solely responsible for development.
What came of it
Development costs per simulation have dropped sharply, and we can handle many more clients at once. The quality has stayed the same.
That’s not a speed-up but a change of business model. When every simulation took weeks to build, you sold projects and said no to smaller clients. Now you sell a product and can say yes. The difference isn’t in the simulation itself — that was already good — but in what became possible around it.