This engagement became more than a planning exercise — it was the client’s first step toward mature strategic management.

Client

Jinn is a product-led HRTech company — a platform designed to automate people management for HR professionals.

• A young startup with three years of history
• A strong business culture, regular strategic sessions, and a clear focus on product and technology
• The company is in an active phase of growth, with an emphasis on a product-led approach and building management processes with intention.

The ask and expectations

The goal of the session was not simply to plan the year ahead — but to build a strategic roadmap together with the team.

The client wanted to:

• Define ambitious but realistic goals for the year,
• Ensure deep team involvement in the strategic process — rather than handing down targets from above,
• Build a clear path toward achieving those goals.

«What mattered to us was not just ‘writing a plan’ — it was creating a sense of co-authorship within the team. So that the goals wouldn’t feel imposed from above, but owned by each person in the room.»

What the client didn’t expect — but got

• A deeper refinement of the strategic vision than anticipated.
• Alignment and clarification, across the team, of the profile of the core target audience.
• Formalization of the foundational principles and approach to the product.
• A noticeable difference from previous experiences — instead of facilitation as a process, the team received strategic advisory with genuine added value and a clear path to continued collaboration.

«In the past, facilitators finished their work when the session ended. Here, real strategic consulting has only just begun.»

How the engagement unfolded

The work started with thorough preparation — so that the session didn’t begin from a blank page, but opened with a clearly defined problem space and a team that was already prepared to engage.

Deep preparation

• Interviews with the team
• Retrospective and analysis of the previous period
• Identification of hidden contradictions and misalignments in how the strategy was understood
• Synchronization of the founders on strategic vision
• Formation of the problem space for the session

«For me, it was essential that the work begin before the session. And it genuinely did — they worked with us, drawing out everything that was getting in the way of moving forward.»

During the strategic session, the focus was on working through:

• the strategic vision and its integration into the team’s shared understanding;
• the target client profile;
• the problem space and strategic goals for the year;
• cross-functional initiatives for the next period;
• a format that combined facilitation with strategic advisory — where the consultant actively shaped the process when needed, guiding the group, helping avoid formulaic or unproductive solutions, and drawing on real business practice.

Results

• The strategic vision was aligned between the founders and captured in a formal document
• The target client profile was refined, and the core product principles and approach were articulated
• The team began launching initiatives independently — before the plans had even been finalized
• Cross-functional collaboration improved: marketing and sales started coordinating directly, without involving leadership
• Hiring for key strategic roles was initiated
• A decision was made to establish a management committee — for regular coordination and to reduce information loss
• A desire emerged to continue working together in a format of ongoing strategic tracking sessions

Client review

«The impression from the work was strong. The team felt it too. For the first time, there was a genuine desire to continue the collaboration after the session — to hold regular tracking meetings, to work through implementation together. And that, I think, is the clearest confirmation of value: this is a project you want to continue, not conclude.

For any company that needs a strategic session not as a formality, but for real business results — A.maze.S is an excellent partner.»

Valery, co-founder

Summary

This engagement became more than a planning exercise — it was the client’s first step toward mature strategic management. Preparation, session, and management expertise came together into a meaningful point of growth:

• Goals became clear.
• The team engaged and took ownership.
• Systemic management decisions emerged.

A strategic session is not a one-off event. It is the starting point for lasting change within a company.