Before BD, before M&A — what does the client truly need to grow?
Strategy, in our usage, means three things at once: a position that is technically valid, economically viable, and executable by the organisation. The first two can be analysed. The third decides whether the work matters.
Which competence belongs in-house — which with a partner? We evaluate build, buy, partner, or relocate decisions across HW, SW, manufacturing, and engineering, based on strategy, cost, time-to-market, risk, and capability build-up. Together with the client, we define a model and roadmap — and where relevant, identify AI-supported, data-driven use cases that accelerate execution.
Entry into new markets or verticals — with a full execution plan. We map the competitive landscape, define the target customer profile, build the go-to-market logic, and where the strategy calls for it, move directly into business development. We have opened markets in DACH, CEE, and Asia for clients with strong products who needed the right doors opened.
Technology landscape benchmark, competitive mapping, strategic positioning — grounded in engineering data. We assess where the client sits today, where the segment is moving, and what it would take to lead in a specific niche rather than compete across the board. Where technical benchmarks are required, we work with SATTELO and SynErgy, whose test data forms the foundation of our analysis.
Identifying new product ideas and market opportunities that a client’s current technology base could address. We work from a structured view of customer pain points, emerging regulatory requirements, and technology gaps — and evaluate which directions are worth pursuing, which require external partners, and which can be built in-house.
Mentoring, network access, and strategy for founders and high-growth companies. We support scale-ups on the questions that matter most in the €5–50M range: which customer segments to prioritise, how to structure the first enterprise relationships, when to raise capital and from whom, and how to build an organisation that can execute what the strategy requires.
We start with a structured market, technology and competition view, including technical benchmarks where the question requires them. We evaluate cost-down, sourcing, footprint and make-or-buy options against industrial reality. Where execution depends on the organisation, we assess leadership readiness directly. Where it depends on technology choices, we work with engineering partners who have built the systems in question. Strategic clarity without execution capability is a cost; we try not to leave one without the other. The analysis we bring is not available from a desk.
Three partners are particularly relevant for strategy mandates:
SATTELO is the engineering backbone of our strategy mandates. Founded by Tomas Mrkvica, the Prague-based firm brings 42 specialists across 11 nationalities and over 220 delivered projects since 2015. Where a strategy mandate requires technical benchmarking — thermal architecture reviews, competitor product teardowns, component performance assessments, or engineering due diligence — SATTELO provides the analysis. Their depth in thermal management hardware means our strategic positions are anchored in technical reality rather than sector reports alone.
JOSA Technologies is our partner for end-to-end supply chain solutions in Asia. Where a strategy mandate concludes that cost reduction requires alternative suppliers — for components or subsystems — JOSA runs the supplier base research, RFQ, qualification (IATF 16949, VDA 6.3) and new product introduction. Their team brings 15+ years of global supply chain management from Visteon, BorgWarner, Webasto, Ford, Cummins, ZF Transmission and Apple.
EVDO offers Inventory-as-a-Service: an end-to-end trading and inventory management solution that combines commercial, logistics and IoT capabilities. For thermal and automotive SMEs facing tight working capital — particularly during ramp-up of new platforms — EVDO can finance, hold, and trade inventory across the supply chain, reducing cash-flow strain without the client having to carry the balance sheet exposure. Headquartered in Switzerland with operations in 13 countries.
The client faced commoditisation pressure as battery cold plates became a reference component across xEV platforms. We built a fact-based view of the technology landscape, OEM pain points and competitive positioning, and translated this into a roadmap covering product portfolio, partnerships and target customers — moving the client from component supplier to strategic development partner.
The client’s German manufacturing footprint had become uncompetitive in aluminium extrusion profiles. We defined the criteria for relocation, ran the supplier screening (longlist, shortlist, site visits, audits), and designed the ramp-up concept. Cutting operations are now operational in the Czech Republic with cultural and language alignment between teams.
Beyond mandate work, we publish technical reports with SATTELO and SynErgy — built on laboratory tests and system measurements. Every data point is original.
For Austrian clients, our work is often partially funded under regional and national programmes. AC Styria’s Enabling Transformation programme typically covers up to 75% of external advisory costs for member companies; the WKO offers a broader programme for Austrian SMEs. For clients in Germany, France, the Czech Republic and selected other markets, equivalent national programmes exist. We provide the supporting material; the client submits the application.
If our work is relevant to your situation, write to one of us or give us a call.
Peter Drage
peter@md-sg.com
+43 664 8842 1434
Tomas Mrkvica
tomas@md-sg.com
+420 778 042 862