BRANDBUSTERS WAR ROOM
One problem. The right people. Two days to stop circling the issue and make the decision.
When a company knows something has to change, but every meeting ends with another presentation, it needs a different format. WAR ROOM focuses the owner, the board and the key team on one problem — from the facts and the real cause to a decision, action owners and a plan for the next 90 days.
This is not an inspiration workshop. We finish with a concrete decision and a plan that can be launched the next day.
- 1 key problem
- 4–8 decision-makers
- 2 intensive days
- 30/60/90 plan
WHY WAR ROOM
You don't lack ideas. You lack one decision the organisation will follow.
The hardest problems rarely come from a lack of presentations, data or initiatives. More often the company has too many of them. Each department sees a different cause, goals start competing with each other, and accountability blurs between the board, the team and partners.
WAR ROOM cuts out the side issues. Together we check the facts, separate symptom from cause and make a decision that can be turned into action.
- SYMPTOM
- FACTS
- REAL CAUSE
- DECISION
- OWNER
- RESULT
SITUATIONS
We run WAR ROOM when putting the decision off any longer starts to cost money.
- 01
Growth has stalled
Revenue has stopped growing, or grows more slowly than costs, but the organisation disagrees on the cause.
- 02
Marketing and sales blame each other
Leads, conversion, pricing, offer and execution are discussed separately, even though the result depends on the whole system.
- 03
The company is preparing a major move
A new product, market entry, a change of model, a reorganisation or a significant investment requires one coherent decision.
- 04
Margin erodes even as sales grow
Promotions, discounts, channels and acquisition costs create growth that doesn't leave enough profit.
- 05
A project is stuck between departments
Everyone has done their part, but nobody owns the final result.
- 06
AI remains a list of ideas
The company is testing tools but hasn't chosen a process, an owner, a metric or the economic case for implementation.
WAR ROOM doesn't solve everything. It resolves what is blocking everything else today.
Before we start, we formulate one decision question together. If the problem is too broad, we narrow it. If an earlier diagnosis or a longer engagement in the organisation is needed, I say so before we begin — instead of selling two days that won't be enough.
Example decision questions
- „Which segment and offer should take priority over the next 12 months?”
- „Why is sales growth not translating into margin?”
- „Can the current marketing and sales model be scaled further?”
- „Which market or channel should be the next direction for expansion?”
- „What has to change for the new product to have a real chance of delivering results?”
- „Which AI process is worth implementing first, and how will we recognise its value?”
PROCESS
Two days in the room. Preparation starts earlier.
- 01.
Problem qualification
A short call before we agree to work together
We check whether the problem is important enough, whether it can be resolved, and whether the people at the table will have the mandate to decide.
Result: One decision question and a clear WAR ROOM scope.
- 02.
Preparing the facts
7–10 days before the session
I receive the agreed data, materials, results, earlier analyses and key assumptions. Where needed, I hold short conversations with selected participants. I formulate initial hypotheses and identify missing information.
Result: A decision brief, a list of hypotheses and a shared fact base.
- 03.
Two days of WAR ROOM
Day 1 — diagnosis
- establishing the facts and differences in interpretation;
- separating symptoms from causes;
- the economics of the problem;
- the customer's perspective;
- organisational constraints;
- assessing the options;
- naming the decision the company is avoiding.
Day 2 — decision and execution
- choosing the direction;
- defining what the company will consciously not do;
- allocating accountability;
- a 30/60/90-day plan;
- metrics and checkpoints;
- risks, assumptions and conditional decisions;
- agreeing the first actions for the next working day.
- 04.
Close-out
Within 5 working days after WAR ROOM
I consolidate the conclusions in a short Decision Memo. After about 30 days we hold a review meeting to check progress, risks and decisions that need adjusting.
Result: One version of what was agreed, one list of responsibilities and one point of reference for the whole organisation.
RESULT
Not another deck. A package of decisions ready to launch.
Decision Statement
An unambiguous record of what was decided, why, and what result it should deliver.
Map of real causes
Facts, hypotheses, symptoms and root problems separated from one another.
“Not doing” list
Initiatives, ideas and activities that are stopped or postponed to regain focus.
30/60/90 plan
The sequence of actions, milestones and checkpoints for three months.
Owners and metrics
Every key action has an owner, a deadline, a definition of done and a metric.
Risk and assumption log
A list of conditions to verify and of signals that would require the decision to change.
The scope of materials can be adapted to the problem, but WAR ROOM always ends with a decision, accountability and an execution plan.
PARTICIPANTS
We don't need everyone. We need the people without whom the decision won't move.
We usually work in a group of 4–8 people. The owner, CEO or board member accountable for results must participate personally and have the mandate to decide.
Typical line-up
- owner or CEO;
- the person accountable for the P&L;
- marketing;
- sales or commercial;
- finance;
- operations;
- e-commerce, product, technology or AI — depending on the problem.
Without access to data, the right people and a real mandate to decide, WAR ROOM makes no sense.
NOT EVERY TOPIC NEEDS A WAR ROOM
This format won't work if the decision is meant to remain a declaration.
- the team is mainly looking for inspiration or team-building;
- the key decision-maker cannot take part;
- the company doesn't want to share basic data;
- participants have no mandate to make decisions;
- the scope covers the transformation of the entire business;
- the organisation expects a ready answer without involving its own team;
- the problem requires a weeks-long audit or longer management of implementation.
If WAR ROOM isn't the right format, I'll propose a diagnostic, an audit or a longer Advisory & Interim engagement.
FACILITATION
I don't moderate the conversation. I make sure it ends in a decision.
I enter WAR ROOM as an independent partner to the owner and the board. I challenge assumptions, test opinions against data, and bring together the perspectives of strategy, marketing, sales, the customer and business economics. I don't replace the team — I help it see the whole picture, make a choice and turn it into execution.
For more than 20 years I was accountable for growth and transformation on the same side of the table as the people I work with today. That's why I understand that a good recommendation is only the beginning. What counts is a decision the organisation will follow.
More about me →FAQ
Frequently asked questions
Are two days really enough?
They are enough to resolve one well-defined problem and design an action plan. They are not enough for a full transformation of the whole company. That's why we qualify the topic and narrow the decision question before we start.
Can WAR ROOM take place at our offices?
Yes. It can take place at your offices or at a neutral venue that lets the team disconnect from day-to-day meetings. We choose the location to suit the nature of the problem, confidentiality and the make-up of the team.
Can it be run remotely?
In-person work gives the best result. Where justified, part of the preparation and the review meeting can take place remotely. I recommend a fully remote WAR ROOM only when the team genuinely knows how to work that way.
What data do you need?
It depends on the problem. It may include sales and margin results, marketing data, conversion, customer cohorts, channel data, plans, budgets, research findings and earlier analyses. Before the session I send a specific list — no collecting data just in case.
Do participants need to prepare presentations?
I don't expect new presentations prepared specially for the session. I need existing data, documents and short answers to specific questions.
How much does WAR ROOM cost?
After a short qualifying call you receive a fixed scope and a fixed price for the whole process: preparation, two days of work, the Decision Memo and the review meeting. I don't charge for this format by the hour.
IS THERE A PROBLEM THAT COMES BACK AT EVERY MEETING?
Let's bring it into the WAR ROOM and end it with a decision.
Describe the problem, name the people who should take part and tell me when the decision has to be made. I'll tell you plainly whether this format fits your situation.
Bring a challenge to the WAR ROOM →The first conversation is to qualify the problem and doesn't commit you to anything.