Designed for
A sponsor responsible for an initiative that has stalled, changed conditions, or lost a shared basis for investment.
Bounded paid application
Strategic Recovery
What remains useful, and should we restart, reduce, repurpose, or stop?
A respectful basis for deciding what deserves further investment without treating past spending as a reason to continue.
Fit and reason to act
Useful before the next consequential commitment.
The problem
Existing effort, artifacts, relationships, and learning are difficult to separate from assumptions that no longer hold.
Primary benefit
A respectful basis for deciding what deserves further investment without treating past spending as a reason to continue.
Useful additional value
Reusable assets and learning remain visible even if the responsible choice is to reduce or stop.
Decision trigger: Use it before recommitting funds, replacing the initiative, or abandoning potentially useful work without review.
Options before recommendations
Keep genuinely different paths visible.
Constraint
Current obligations, customer trust, staff capacity, and the evidence that can still be accessed shape recovery options.
Material uncertainty
Which original assumption or changed condition could materially alter the recovery choice?
Smallest useful evidence purchase
Review the smallest available evidence set that could distinguish restart, reduce, repurpose, and stop.
Self-directed first step
Inventory what is still usable, what was learned, which conditions changed, and who owns the next commitment.
Output, investment and boundary
Agree what done means before work begins.
You receive
A recovery inventory, reframed choice, option comparison, evidence gaps, bounded next step, owner, and revisit trigger.
Investment
Scope, fee, inputs, schedule, and definition of done are agreed before work begins.
Effort boundary and stop condition
One initiative and an agreed recovery decision. It does not guarantee rescue, erase sunk cost, or pressure a sponsor to continue.
Ownership and review
The sponsor names the decision owner, records accepted trade-offs and remaining uncertainty, and agrees when new evidence should reopen the choice.
Next step
Tell me what you need to decide and what is making it difficult. We can check whether focused work would help. An email starts a conversation; it does not reserve capacity or purchase work.