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Growth Strategy Consulting

Growth Strategy Consulting

Compete differently to win in fast-changing markets

Compete differently to win in fast-changing markets

Most companies don't lack growth ideas. They have a growth target, several possible bets, limited time and budget, and a leadership team that doesn't agree on which bets to back. Growth strategy consulting helps them make that choice with evidence.

At New Markets Advisors, we partner with your team to decide where to focus. We identify where to play by finding meaningful customer needs in attractive markets, then determine how to win by connecting those opportunities to what your organization does best.

86%

86%

client repeat rate

client repeat rate

30+

30+

Fortune 500 companies have trusted us

Fortune 500 companies have trusted us

Compete Differently with a Customer-Centric Approach

Spot Emerging Demand Before Others

Spot Emerging Demand Before Others

Understand How Disruption Will Play Out

Understand How Disruption Will Play Out

Choose the Ground You Compete On

Choose the Ground You Compete On

Turn Customer Data Into Sized Opportunities

Turn Customer Data Into Sized Opportunities

Leave With a Short List You Can Act On

Leave With a Short List You Can Act On

What our clients say about us

“Leveraging experience in entrepreneurship and disruption, [New Markets] crafted business models that could be explored quickly and with relatively low investment, which is a departure from most consultancies.” 

Nate Hill, Emerging Idea Marketing Leader, Nestlé

“Leveraging experience in entrepreneurship and disruption, [New Markets] crafted business models that could be explored quickly and with relatively low investment, which is a departure from most consultancies.” 

Nate Hill, Emerging Idea Marketing Leader, Nestlé

“New Markets Advisors really understands healthcare transformation, and the team is both rigorous and imaginative in figuring out its business implications.”

Nicole Wahl, Marketing Director, Growth Franchise, Boston Scientific

“New Markets Advisors really understands healthcare transformation, and the team is both rigorous and imaginative in figuring out its business implications.”

Nicole Wahl, Marketing Director, Growth Franchise, Boston Scientific

Trusted by

Our Approach to Growth Strategy Consulting

Our Approach

We begin with what your team already knows and what your customers are trying to get done, then build toward a short list of moves you can fund.

We begin with what your team already knows and what your customers are trying to get done, then build toward a short list of moves you can fund.

  1. Customer Understanding: Start with the Jobs to be Done

Growth is a customer question before it is a market question. We take the bets already on your table and test them against the Jobs your customers are trying to get done.

Example: define your market as car rental and you compete with other rental companies on price and fleet size. Define the job as "get across town for a few hours without owning a car" and the competition becomes taxis, transit, and car ownership itself. That broader job is where Zipcar found its opening.

  • Start from your leaders' hypotheses and the growth bets already under discussion

  • Map the Jobs to be Done customers are trying to accomplish, and where today's options frustrate them

  • Look beyond your industry as traditionally defined, into adjacent spaces

  • Segment by Job Drivers, the Attitudes, Backgrounds, and Circumstances (ABC) that make some Jobs matter more

  1. Disruptive Innovation: Rare Openings, Outsized Returns

Disruptive openings don't exist in every market, but where they do, they are enormously profitable. Finding them is our heritage.

  • Test whether a disruptive opening exists in your market

  • Look for customers who are overserved, underserved, or not served at all

  • Apply Clayton Christensen's research on disruptive innovation, part of our founding DNA

  • Size the opening against what incumbents would struggle to copy

  1. Competitive Differentiation: Stand Out and Redefine Markets

We get to your competitors, but we don't start there. Begin with the competitive set and you box yourself into the industry as it has always been defined.

  • Map where competitors sit today and where they are heading

  • Identify which rules of the game you can change

  • Ground differentiation in unmet Jobs rather than feature parity

  • Pressure-test your position against how customers actually choose

  1. Data-Driven Opportunities: Size Markets, Even Those that Don’t Yet Exist

Growth rarely comes from the product alone. We turn customer understanding into opportunities across the business, each one sized and backed by data.

  • Surface opportunities in product and customer experience

  • Extend the search into sales, marketing, customer relationships, and loyalty

  • Size each opportunity with research tailored to the question

  • Flag the risks worth mitigating upfront

  1. Action Plan: Concrete Steps You Can Start Now

A strategy you can't act on isn't a strategy. We prioritize the opportunities and leave you with steps you can start on immediately.

  • Prioritize opportunities by impact, feasibility, and risk

  • Sequence them into a roadmap you can begin right away

  • Specify the trade-offs behind each hard choice

  • Write for busy decision-makers, without the jargon

  1. Customer Understanding: Start with the Jobs to be Done

Growth is a customer question before it is a market question. We start by understanding the Jobs your customers are trying to get done, and where today's options frustrate them.

Example: define your market as car rental and you compete with other rental companies on price and fleet size. Define the job as "get across town for a few hours without owning a car" and the competition becomes taxis, transit, and car ownership itself. That broader job is where Zipcar found its opening.

  • Start from your leaders' hypotheses and the growth bets already under discussion

  • Map the Jobs to be Done customers are trying to accomplish, and where today's options frustrate them

  • Look beyond your industry as traditionally defined, into adjacent spaces

  • Segment by Job Drivers, the Attitudes, Backgrounds, and Circumstances (ABC) that make some Jobs matter more

  1. Disruptive Innovation: Rare Openings, Outsized Returns

Disruptive openings don't exist in every market, but where they do, they are enormously profitable. Finding them is our heritage.

  • Test whether a disruptive opening exists in your market

  • Look for customers who are overserved, underserved, or not served at all

  • Apply Clayton Christensen's research on disruptive innovation, part of our founding DNA

  • Size the opening against what incumbents would struggle to copy

  1. Competitive Differentiation: Stand Out and Redefine Markets

We get to your competitors, but we don't start there. Begin with the competitive set and you box yourself into the industry as it has always been defined.

  • Map where competitors sit today and where they are heading

  • Identify which rules of the game you can change

  • Ground differentiation in unmet Jobs rather than feature parity

  • Pressure-test your position against how customers actually choose

  1. Data-Driven Opportunities: Size Markets, Even Those that Don’t Yet Exist

Growth rarely comes from the product alone. We turn customer understanding into opportunities across the business, each one sized and backed by data.

  • Surface opportunities in product and customer experience

  • Extend the search into sales, marketing, customer relationships, and loyalty

  • Size each opportunity with research tailored to the question

  • Flag the risks worth mitigating upfront

  1. Action Plan: Concrete Steps You Can Start Now

A strategy you can't act on isn't a strategy. We prioritize the opportunities and leave you with steps you can start on immediately.

  • Prioritize opportunities by impact, feasibility, and risk

  • Sequence them into a roadmap you can begin right away

  • Specify the trade-offs behind each hard choice

  • Write for busy decision-makers, without the jargon

Your Growth Target Can't Tell You Where to Grow

Leadership may start with an internal mandate like, “We need to grow 20%.” But that target doesn’t tell you where the growth should come from or what customers need.

Starting with a fixed target creates two risks. First, you can force an initiative toward a predetermined number without fully understanding the stakeholders and market components needed for success. You might target the wrong buyer, use the wrong channel, solve the wrong problem, or otherwise struggle to achieve product-market fit.

Second, you could be settling for less. Orienting the exercise around finding 20% growth may constrain your thinking when a customer-led exploration could uncover a much larger opportunity. Starting with customers and the market lets the opportunity determine the answer rather than having an internal target constrain it.

Leadership may start with an internal mandate like, “We need to grow 20%.” But that target doesn’t tell you where the growth should come from or what customers need.

Starting with a fixed target creates two risks. First, you can force an initiative toward a predetermined number without fully understanding the stakeholders and market components needed for success. You might target the wrong buyer, use the wrong channel, solve the wrong problem, or otherwise struggle to achieve product-market fit.

Second, you could be settling for less. Orienting the exercise around finding 20% growth may constrain your thinking when a customer-led exploration could uncover a much larger opportunity. Starting with customers and the market lets the opportunity determine the answer rather than having an internal target constrain it.

Swipe to compare →

Dimension Target-Led Planning Customer-Led Growth Strategy
Starting Question How do we hit the number? What are customers trying to get done, and where are they poorly served?
Where Ideas Come From Extensions of today's products Unmet Jobs, inside and next to your industry
Ceiling on the Answer The target itself Whatever the opportunity turns out to be

What to Expect From Our Growth Strategy Consulting

Your needs are distinct. So is our approach. As a boutique, we pride ourselves on defining engagements that place your priorities at the core. We will work with you to tailor an approach that answers the strategic questions you need to compete differently and unlock growth. While no two engagements are exactly alike, our approaches consistently have three common traits:

Stakeholder Engagement

Your leaders already know a great deal about your customers, your capabilities, and what has and hasn't worked. We start there, drawing out their experience, ideas, and hypotheses, then build on them with research, evidence, frameworks, and an outside view. Involving people across the organization early also builds the buy-in a strategy needs once budgets are on the line.

Tailored Research Approaches

As a boutique firm, we pick research methods to fit your question: desk research, competitor interviews, trade show visits, mystery shopping, in-depth interviews, focus groups, ethnography, and a wide range of survey techniques.

Clear Deliverables

Your organization needs to make decisions now. We deliver clear, data-driven recommendations built for busy decision-makers. No jargon.

How We Compare

  • Customer-centered. We start with your customers' Jobs to be Done, including needs your industry hasn't organized itself around yet.

  • Built with your team. Your leaders' knowledge and hypotheses are the starting point. We add evidence and an outside view.

  • Disruption in our founding DNA. Clayton Christensen's research shapes how we hunt for rare, highly profitable openings.

  • Senior-led throughout. The people who interview your stakeholders are the people who build the roadmap.

New Markets Advisors vs. Traditional Consulting Firms

Traditional Consulting Firms

Customer Jobs to be Done, including in adjacent spaces

Starting point

Market sizing and competitor benchmarking

To find the rules of the game you can change

Use of competitive analysis

To define the playing field you compete on

Same senior team from stakeholder interviews to action plan

Team continuity

Analysts rotate in; partners rotate out

  • Customer-centered. We start with your customers' Jobs to be Done, including needs your industry hasn't organized itself around yet.

  • Built with your team. Your leaders' knowledge and hypotheses are the starting point. We add evidence and an outside view.

  • Disruption in our founding DNA. Clayton Christensen's research shapes how we hunt for rare, highly profitable openings.

  • Senior-led throughout. The people who interview your stakeholders are the people who build the roadmap.

Where New Markets Advisors Stands Out

  • Customer-centered. We start with your customers' Jobs to be Done, including needs your industry hasn't organized itself around yet.

  • Built with your team. Your leaders' knowledge and hypotheses are the starting point. We add evidence and an outside view.

  • Disruption in our founding DNA. Clayton Christensen's research shapes how we hunt for rare, highly profitable openings.

  • Senior-led throughout. The people who interview your stakeholders are the people who build the roadmap.

Where New Markets Advisors Stands Out

Bottom line: if you need a large-scale program staffed across every function, a bigger firm's scale may serve you better. If you need a small senior team to find where you can compete differently and hand you a short list you can act on, that is where we fit.

vs. Traditional Consulting Firms

Customer Jobs to be Done, including in adjacent spaces

Market sizing and competitor benchmarking

Starting point

To find the rules of the game you can change

To define the playing field you compete on

Use of competitive analysis

Same senior team from stakeholder interviews to action plan

Analysts rotate in; partners rotate out

Team continuity

vs. Traditional Consulting Firms

Customer Jobs to be Done, including in adjacent spaces

Market sizing and competitor benchmarking

Starting point

To find the rules of the game you can change

To define the playing field you compete on

Use of competitive analysis

Same senior team from stakeholder interviews to action plan

Analysts rotate in; partners rotate out

Team continuity

Why It Matters

Every company plans to grow. Few manage it for long, and those that stall rarely fail because the market turned against them. They fail because they committed to the wrong opportunities and found out late. A growth strategy is how those choices get made deliberately, with evidence, before the money is committed.

About 10%

About 10%

of companies sustain positive growth across a full decade. Sustained growth is the exception.¹

of companies sustain positive growth across a full decade. Sustained growth is the exception.¹

85%

85%

of executives say the main barriers to profitable growth are internal (94% at companies over $5B in revenue).²

of executives say the main barriers to profitable growth are internal (94% at companies over $5B in revenue).²

7 points

7 points

higher annual shareholder returns for growth outperformers versus their peers.¹

higher annual shareholder returns for growth outperformers versus their peers.¹

our clients

Companies Achieving Successful Results with Us

Growth Strategies

How India’s largest vehicle manufacturer created a new category

Growth Strategies

How India’s largest vehicle manufacturer created a new category

Growth Strategies

How a global electronics giant mapped the future of connected vehicles

Growth Strategies

How a global electronics giant mapped the future of connected vehicles

Growth Strategies

Identifying and evaluating adjacency expansion options for a skincare company

Growth Strategies

Identifying and evaluating adjacency expansion options for a skincare company

Design Growth Strategies

Consumer Goods

Consumer Goods

Define New
Products

Healthcare & Life Science

Craft Go-to-Market Plans

Financial Services

Create Ongoing Capabilities

Technology

Consumer Goods

Financial Services

Healthcare & Life Science

Technology

our Industries

Trusted by Global Leaders for Proven Growth Strategies

Our growth strategy clients range from international leaders to promising startups across our four key industries:

Consumer Goods

Financial Services

Healthcare & Life Sciences

Technology

Frequently Asked Questions

What does Growth Strategy Consulting do?

Growth strategy consulting identifies and prioritizes your routes to profitable growth. In doing so, this helps you make hard choices about where to focus your time and investment, and helps identify risks that you can mitigate upfront

Which growth strategy framework does New Markets Advisors use?

What ROI should I expect from growth strategy consulting services?

What types of markets do you analyze?

How do you tailor your approach for each market type?

What makes New Markets Advisors different from other growth strategy consulting firms?

Connect With Us

Let's Build Your Growth Strategy Together

Let's Build Your Growth Strategy Together

Fill out the form below to start the conversation about working with New Markets Advisors

Connect With Us

Let's Build Your Growth Strategy Together

Fill out the form below to start the conversation about working with New Markets Advisors

Our Approach

We begin with what your team already knows and what your customers are trying to get done, then build toward a short list of moves you can fund.

  1. Customer Understanding: Start with the Jobs to be Done

Growth is a customer question before it is a market question. We start by understanding the Jobs your customers are trying to get done, and where today's options frustrate them.

Example: define your market as car rental and you compete with other rental companies on price and fleet size. Define the job as "get across town for a few hours without owning a car" and the competition becomes taxis, transit, and car ownership itself. That broader job is where Zipcar found its opening.

  • Start from your leaders' hypotheses and the growth bets already under discussion

  • Map the Jobs to be Done customers are trying to accomplish, and where today's options frustrate them

  • Look beyond your industry as traditionally defined, into adjacent spaces

  • Segment by Job Drivers, the Attitudes, Backgrounds, and Circumstances (ABC) that make some Jobs matter more

  1. Disruptive Innovation: Rare Openings, Outsized Returns

Disruptive openings don't exist in every market, but where they do, they are enormously profitable. Finding them is our heritage.

  • Test whether a disruptive opening exists in your market

  • Look for customers who are overserved, underserved, or not served at all

  • Apply Clayton Christensen's research on disruptive innovation, part of our founding DNA

  • Size the opening against what incumbents would struggle to copy

  1. Competitive Differentiation: Stand Out and Redefine Markets

We get to your competitors, but we don't start there. Begin with the competitive set and you box yourself into the industry as it has always been defined.

  • Map where competitors sit today and where they are heading

  • Identify which rules of the game you can change

  • Ground differentiation in unmet Jobs rather than feature parity

  • Pressure-test your position against how customers actually choose

  1. Data-Driven Opportunities: Size Markets, Even Those that Don’t Yet Exist

Growth rarely comes from the product alone. We turn customer understanding into opportunities across the business, each one sized and backed by data.

  • Surface opportunities in product and customer experience

  • Extend the search into sales, marketing, customer relationships, and loyalty

  • Size each opportunity with research tailored to the question

  • Flag the risks worth mitigating upfront

  1. Action Plan: Concrete Steps You Can Start Now

A strategy you can't act on isn't a strategy. We prioritize the opportunities and leave you with concrete steps you can get moving with immediately

  • Prioritize opportunities by impact, feasibility, and risk

  • Sequence them into a roadmap you can begin right away

  • Specify the trade-offs behind each hard choice

  • Write for busy decision-makers, without the jargon

What our clients say about us

“Leveraging experience in entrepreneurship and disruption, [New Markets] crafted business models that could be explored quickly and with relatively low investment, which is a departure from most consultancies.” 

Nate Hill, Emerging Idea Marketing Leader, Nestlé

“New Markets Advisors really understands healthcare transformation, and the team is both rigorous and imaginative in figuring out its business implications.”

Nicole Wahl, Marketing Director, Growth Franchise, Boston Scientific

Trusted by

What to Expect From Our Growth Strategy Consulting

Your needs are distinct. So is our approach. As a boutique, we pride ourselves on defining engagements that place your priorities at the core. We will work with you to tailor an approach that answers the strategic questions you need to compete differently and unlock growth. While no two engagements are exactly alike, our approaches consistently have three common traits:

Stakeholder Engagement

Your leaders already know a great deal about your customers, your capabilities, and what has and hasn't worked. We start there, drawing out their experience, ideas, and hypotheses, then build on them with research, evidence, frameworks, and an outside view. Involving people across the organization early also builds the buy-in a strategy needs once budgets are on the line.

Tailored Research Approaches

As a boutique firm, we pick research methods to fit your question: desk research, competitor interviews, trade show visits, mystery shopping, in-depth interviews, focus groups, ethnography, and a wide range of survey techniques.

Clear Deliverables

Your organization needs to make decisions now. We deliver clear, data-driven recommendations built for busy decision-makers. No jargon.

Your Growth Target Can't Tell You Where to Grow

Most growth planning starts with an internal mandate: "We need to grow 20%." The target is useful. It just can't tell you where the growth should come from or what customers need.

Starting from a fixed number creates two risks. First, you push initiatives toward the number before you understand the buyers, channels, and market pieces needed to succeed. You target the wrong buyer, use the wrong channel, or solve the wrong problem, and product-market fit never arrives.

Second, you may be settling for less. A search built to find 20% tends to stop at 20%. A customer-led search can surface an opportunity much larger than the target.

Swipe to compare →

Dimension Target-Led Planning Customer-Led Growth Strategy
Starting Question How do we hit the number? What are customers trying to get done, and where are they poorly served?
Where Ideas Come From Extensions of today's products Unmet Jobs, inside and next to your industry
Ceiling on the Answer The target itself Whatever the opportunity turns out to be

About Us

What We Do

Results

Resources

Our Offices

50 Franklin St

2nd Floor

Boston, MA 02110

USA

151 San Francisco St

Suite 200

San Juan, PR 00901 Puerto Rico

Rua Antónia Andrade 4

3 Direito

1170-025 Lisboa

Portugal

Get In Touch

+1 617 936 4035

info@newmarketsadvisors.com

Follow Us

LinkedIn

YouTube

What We Do

About Us

Industries

Services

Resources

Results

Get In Touch

Contact Us

Speaking Events

Join Our Team

Privacy Policy

Terms of Service

New Markets Advisors © 2026 

Our Offices

50 Franklin St

2nd Floor

Boston, MA 02110

USA

151 San Francisco St

Suite 200

San Juan, PR 00901 Puerto Rico

Rua Antónia Andrade 4

3 Direito

1170-025 Lisboa

Portugal

Get In Touch

+1 617 936 4035

info@newmarketsadvisors.com

Follow Us

LinkedIn

YouTube

What We Do

About Us

Industries

Services

Resources

Results

Get In Touch

Contact Us

Speaking Events

Join Our Team

Privacy Policy

Terms of Service

New Markets Advisors © 2026 

Privacy Policy

Terms of Service

New Markets Advisors © 2026 

Our Offices

50 Franklin St

2nd Floor

Boston, MA 02110 USA

151 San Francisco St

Suite 200

San Juan, PR 00901 Puerto Rico

Rua Antónia Andrade 4

3 Direito

1170-025 Lisboa

Portugal

Get In Touch

+1 617 936 4035

info@newmarketsadvisors.com

Follow Us

Linkedin

YouTube

What We Do

About Us

Industries

Services

Resources

Results

Get In Touch

Contact Us

Speaking Events

Join Our Team

Our Offices

50 Franklin St

2nd Floor

Boston, MA 02110

USA

151 San Francisco St

Suite 200

San Juan, PR 00901 Puerto Rico

Rua Antónia Andrade 4

3 Direito

1170-025 Lisboa

Portugal

Get In Touch

+1 617 936 4035

info@newmarketsadvisors.com

Follow Us

LinkedIn

YouTube

What We Do

About Us

Industries

Services

Resources

Results

Get In Touch

Contact Us

Speaking Events

Join Our Team

Privacy Policy

Terms of Service

New Markets Advisors © 2026