Strategic and organisational advisory for executive teams
We help technology and B2B companies connect executive decisions with day-to-day execution and what customers actually experience.
As a company grows, more teams, priorities and perspectives emerge. Each perspective may make sense on its own. The problem begins when, together, they stop moving the business in the same direction.
Sales promises something different from what product plans to build. Marketing explains the company differently from the executive team. Operations pursues its own targets without the full picture of what sales is seeing in the market. Leaders revisit the same discussions because different teams attach different meanings to the same decisions.
The result is not only an inconsistent message. It is also slower decisions, duplicated work, missed sales opportunities, unnecessary inventory, conflicting priorities and a more management time spent coordinating work across teams.
Our work begins when strategic decisions start to diverge from what sales, product, operations, marketing or HR do in practice. We do not begin with campaigns or messaging. We first identify where teams have stopped working from the same assumptions — and what decisions, conflicts or losses that divergence is already creating.
It is not enough to capture these decisions in a strategy document. They need to change how decisions are made, how teams work together and how the company engages with the market.
One previously closed conversation reopened; another sales process advanced
A technology company had strong expertise, but the way it presented its value was clear mainly to technical specialists. After refining its positioning, the commercial case and materials for the full buying committee, the company advanced to the next stage with one prospect, while another reopened conversations it had previously ended.
Better production decisions and a lower risk of unnecessary inventory
In a manufacturing company, two parts of the business were operating according to different priorities. Shared goals and working principles improved communication and connected production decisions more closely with sales insight. The company was able to reduce unnecessary inventory and make better use of emerging commercial opportunities.
Applications from senior specialists without active sourcing
A technology company was being judged by its headcount rather than by the scale and complexity of its work. The new communication made the scale and complexity of the company's projects visible to candidates, media, partners and clients. After roughly a year, it began receiving applications from experienced specialists without active headhunting. At the same time, interest from media, partners and prospective clients increased.
The examples are anonymised because of client confidentiality. We show only outcomes that we can reasonably connect to the work delivered.
When a company has deep expertise but has not yet turned it into a commercial case that makes sense to everyone involved in the buying decision.
When new teams and management layers begin acting on their own interpretations of strategy.
When formal decisions have been made, but the organisation has yet to agree on what they mean for day-to-day work.
When the goals of individual functions are rational on their own, but together create losses, delays or missed opportunities.
When legal, operational, employee and communication responses need to be fast, consistent and based on the same facts.
We speak with the executive team and key functions, review decisions, materials, processes and customer touchpoints, and separate visible symptoms from the mechanism producing them.
We establish which assumptions need to be shared across the company and where individual functions can operate autonomously.
We translate the agreements into sales processes, materials, decision principles, ways of working, and internal and market communication.
We support leaders and teams as they begin putting the agreed changes into practice. We identify where old ways of working return and which decisions need to be revisited.
Most often, these are scale-ups and established companies offering complex products or services, working with long sales cycles in which success depends on several teams working together.
We work directly with CEOs, COOs, CMOs, CHROs and leaders responsible for transformation, sales, product and operations. We assemble the Narrative House team around the problem, rather than fitting the problem to a predefined service.
For nearly two decades, Anna has worked with technology and B2B companies in Poland and international markets. She has co-led more than 300 projects involving market entry, repositioning, crises, ownership changes and organisational scaling. At Narrative House, she leads diagnosis, works directly with executive teams and helps translate strategic decisions into the way the company operates, sells and presents itself to the market.
Magdalena has nearly 20 years of experience in HR, process optimisation and advisory work with executive teams. She specialises in organisations going through acquisitions, restructuring and changes to their operating model. At Narrative House, she focuses on how strategic decisions translate into structure, roles, accountability and the way people work.
Małgorzata has more than 15 years of HR experience across organisations in growth, reorganisation and scaling. She combines strong process expertise with an understanding of culture and everyday collaboration. At Narrative House, she works on problems where misalignment between teams begins to affect day-to-day operations — often before it becomes visible externally.
Depending on the project, we also work with specialists in sales, marketing, customer success, employer branding, research and crisis communication.
This 30-minute conversation is not a pitch. It is a way to understand the situation, distinguish a communication problem from an organisational one, and assess whether Narrative House is the right partner.