Dr. Maurice Roussety

Consulting Strategist


Maurice Roussety

Corporate strategy

Corporate strategy- Unlocks your potential in a collaborative process which charts your corporate and organisational journey towards attainable goals

Antoine Maurice Roussety

Growth Models

Growth models- Leverage agency and principal theories to systematically engineer low cost models and structures to dominate existing and penetrate new markets

Antoine Roussety

Financial Modeling

Financial modeling- Robust, dynamic, integrated and responsive financial and econometric models which validate and defend growth structures


Intellectual Property Valuations

Intellectual property valuations- Innovative and advanced PhD validated valuation methodologies and instruments to value existing as well as prospective growth assets

How I do what I do…

Diagnostic – Strategic – Tactical

The building blocks to crafting a strategic blueprint emerges from interrogating and capturing the vision of the client. This DIAGNOSTIC process comprises of a broad and systematic review of the existing business model and future plans, and to a lesser extent that of the business’ major rivals. This process is akin to a ‘health check’ that determines what is going on. A proprietary diagnostic instrument- the GSEM is used to test over 450 key business drivers relating to acculturation, organisation, communication, and incentives. Interactive group and individual interviews are convened with management and key supply chain agents to gather mission critical information.

To ensure comprehensiveness in the review process, a STRATEGIC proprietary instrument- the Strategy Delineator allows factors relating the external and internal environment of the business to be qualitatively and quantitatively evaluated and rated. Metrics created during the evaluation and rating process are converted into various scorecards to inform the strategy creation process and determine what needs to be done. More specifically, the Strategy Delineator assists in the systematic formulation of Objectives, Strategies, Actions, KPIs, and Measures in alignment with the business’s stated Priorities; and to identify high-value; high-complexity corporate, business, functional and operating strategies.

This process culminates in the evolution of a 20-point TACTICAL plan to determine how things will be done. These tactics underpin the business’s key objectives and strategies. They respond to the needs of targeted clients, develop and promote capacity to service and refine processes to improve service delivery. Specifically, tactical measures are assigned to five business segments, of clients, staff, shareholders, community, and suppliers. These segments are key capture points within the business where success is manifested and measured.

Past Engagements

See what I can do for you

Contact me for a chat


  • | August 01.2015

Choosing the right growth model

What often occurs in practice with these types of loose arrangements, over time, every time, is a breakdown of best practice and a transition to common practice which is not necessarily good practice… what transpires is a subliminal compromise in standards and the emergence of individual business systems within the group, rather than one big, powerful, influential and efficient system which is more likely to generate substantial value to individual members.

Read More
  • | August 01.2015

KickStarting your startup

Twelve easy steps to get started- Create your own Lean Canvas. Know your market segments, the pain points and offer the pain relievers to achieve market differentiation, penetration and alienation. Calculate your market share, revenue and profit targets. Develop the business’ risk mitigants, risk signals and estimate your funding needs.

Read More
  • | August 01.2015

Valuing your intellectual property

Understand how you can leverage the digital’s age most valuable assets. Set the foundation in place and build a substantial asset that will grow exponentially.

Read More