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Section 1.1 settles what is true. Section 1.2 decides what to do about it.
Strategy here means sequence more than it means ambition. Almost every company we work with already has a list of things they could be doing, and the list is not the problem. The problem is that the list has no priorities, no order, no dependencies, and no honest account of who has time to do any of it. A plan that says do all of this is indistinguishable from no plan at all. So the work in this section is mostly the work of putting things in order and ruling things out. What has to be true before the next phase can start. Which channel suits this business and this founder, and which one everyone likes the idea of but nobody will sustain. What you should stop doing, which is usually the most valuable sentence in the document.

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Two pieces, two scales

Go-to-market plan

Twelve months, built with you across weekly working sessions. The year that contains the campaigns.

Campaign strategy

One bounded initiative—a launch, an event, a webinar, a fundraising push. Two weeks to a brief.
The distinction is scope, and it matters for what you should ask for. If the question is “what should we be doing this year,” that is the go-to-market plan. If the question is “how do we launch this in March,” that is a campaign strategy, and if you have three such questions you probably want three campaign briefs rather than a year-long plan.

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Both are built with you, not for you

This is the part of our method that differs most from what you may be used to. Strategy documents delivered cold get read once and filed, no matter how good they are, because nobody in the building watched the reasoning happen and therefore nobody can defend the plan when the first budget conversation arrives. So we build these in working sessions with you in the room. It takes longer and it is a real claim on your calendar. It is also the difference between a plan you run and a plan you own a copy of.
Both pieces assume the message is settled. If § 1.1 is not done, a strategy built on top of it is a sequence for delivering an unresolved claim, efficiently. We will say so rather than proceed.

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What every plan we write includes

Every recommendation carries its reasoning, so you can defend it internally without us in the room. Every phase has a named owner and a rough date. And the measurement is defined before the work starts rather than retrofitted to whatever happened, because a metric chosen after the fact is a story, not evidence.