Corvus Strategy is a multidisciplinary partner for businesses that need both a clear plan and the team to deliver it — across design, marketing, data, video, development, planning, and consulting.
Most consultancies hand you a deck and disappear. We build the plan and stay to ship it — because strategy that doesn't survive contact with reality isn't strategy.
The name is from the genus Corvus: ravens. Across cultures and centuries, they're the same archetype — sharp-eyed, adaptable, tool-using, patient. That's the operating posture we bring to every engagement.
"The raven is one of very few non-primate animals known to make and use tools to solve novel problems."
Genus · Corvus
What guides us
Five principles, no slogans.
01
Integrity
If we wouldn't say it in the room, we don't say it in the deck.
02
Innovation
New tools earn their place by solving the problem better, not by being new.
03
Client-First
Your goal is the brief. Our methodology is in service of it, not the other way around.
04
Excellence
Polished thinking, polished writing, polished pixels. The details are the work.
05
Adaptability
Markets shift mid-engagement. Plans should be load-bearing, not brittle.
How we work
Four phases. No surprises.
Every engagement runs through the same backbone, scaled to fit the scope. You'll always know which phase we're in and what's next.
01
Consultation
Free 30-minute call to understand what you're trying to do and whether we're the right fit.
02
Strategy
A written plan with scope, milestones, deliverables, and the metrics we'll judge ourselves against.
03
Execution
The team gets to work, with weekly check-ins and a shared workspace so you see progress live.
04
Results
A close-out review against the original metrics, plus a handoff document so the work outlives us.
Services
Seven disciplines, one team.
You can pull on any one of these, or have us run several in concert. Most engagements span at least two — strategy is rarely confined to a single function.
Design that earns its keep, visually and operationally.
A logo doesn't drive growth on its own — but a coherent design system, a usable product, and a brand that signals "serious" do. We work across all three.
System designWorkflows, ops architecture, and digital ecosystems built to scale without breaking.
Product designResearch-led, prototype-driven product work that ships and converts.
Graphic & brandLogos, brand systems, marketing collateral, and digital visuals with a deliberate voice.
01 / DESIGN
02 — Marketing
Demand generation tied to a number you actually care about.
Channels matter less than what you're trying to move — pipeline, retention, LTV. We build campaigns from the metric backward.
SEOKeyword research, on-page work, and link strategy that compounds.
Social & contentPlatform-native creative for Instagram, LinkedIn, X, and emerging surfaces.
EmailSegmented, automated nurture flows with disciplined A/B testing.
Paid mediaPPC and social ads with rigorous bid management and creative iteration.
02 / MARKETING
03 — Data
From spreadsheets to decisions.
Most companies aren't short on data; they're short on the synthesis that turns it into a call. Our work focuses on the gap between the two.
AnalysisStatistical modelling and bespoke methodologies for the questions that matter most.
VisualizationDashboards and reports built so a non-analyst can read them in 30 seconds.
CleaningThe unglamorous foundation: deduplication, validation, and pipeline hygiene.
ML & AIPredictive models and automation where the ROI is real, not theoretical.
03 / DATA
04 — Video
Video that earns its watch time.
Most branded video gets skipped. Ours gets watched because the story is sharper than the production budget.
ProductionEnd-to-end shoots from script through final mix, in-house and on location.
EditingPacing, sound design, and post that respects the viewer's attention.
Animation2D explainers and 3D motion graphics for ideas that need a visual aid.
DistributionPlatform-native cuts for YouTube, Instagram, TikTok, and LinkedIn.
04 / VIDEO
05 — Development
Software that's still maintainable in year three.
Quick-to-ship is easy. Quick-to-ship and easy-to-maintain is the brief. Every build is documented, tested, and handed off cleanly.
WebPerformant, responsive, accessible sites — Lighthouse scores aren't a vanity metric for us.
SoftwareCustom CRMs, internal tools, and enterprise systems built around your workflow.
MobileNative and cross-platform iOS and Android apps from concept through store launch.
E-commerceStorefronts with secure checkout, payment integration, and conversion-focused UX.
05 / DEVELOPMENT
06 — Planning
Plans that survive contact with reality.
A roadmap is only worth the discipline behind it. We bring both — and we use the right framework for the job, not the one we're partial to.
Project managementTimelines, budgets, and deliverables managed via Agile, Waterfall, or Lean as the work demands.
Event planningConferences, launches, and offsites — logistics, vendors, and on-site operations.
Strategic planningMarket analysis, goal setting, and roadmaps for the three- to five-year horizon.
06 / PLANNING
07 — Consulting & Education
Outside perspective, inside knowledge transfer.
The best consulting engagements end with the client team better at the work than when we started. That's the bar.
Business consultingOperations, market expansion, and growth strategy tailored to your situation.
Training programsCustom curricula on leadership, sales, finance, and applied technology.
WorkshopsFacilitated sessions for team-building, problem-solving, and creative strategy.
Executive coachingOne-on-one work with leaders on decision-making, communication, and team scaling.
07 / CONSULTING
Insights
Notes from the field.
Short reads on strategy, data, and the work we're doing.
Don't see yours? Send a note and we'll get back within a business day.
We work with founders, small-to-mid-market businesses, and the in-house teams of larger organizations who need a flexible outside partner. Industry-agnostic, with concentration in professional services, infrastructure, and consumer brands.
Most projects are fixed-fee against a defined scope. Longer relationships often shift to a monthly retainer once we've calibrated. We share a written estimate before any work begins.
Yes — and most of our work runs that way. We're comfortable embedding into Slack, Notion, Asana, Jira, or whatever stack you're on, and we document everything so the work transitions cleanly when we step out.
Anywhere from a two-week sprint to multi-quarter retainers. The shape is set in the strategy phase based on what the goal actually requires — not on a default package.
Book a 30-minute consultation through the scheduler below, or send the contact form. Either way, the first conversation is free and there's no pitch deck waiting on the other side.
Contact
Tell us what you're working on.
A few sentences is enough. We'll reply within one business day with either a meeting time or a question.
Pick a time directly on Yashin's calendar. No prep required — bring whatever's top of mind.
DataFeb 10, 20266 min readBy Yashin Minhas
Leveraging data for growth
In a market where every competitor has access to roughly the same tools, the edge isn't having data — it's the discipline to act on it. The companies that pull ahead aren't the ones with the biggest dashboards. They're the ones whose teams know which four numbers actually move the business.
1. Decision-making, not reporting
Most "data work" produces reports nobody reads. The framing shift is moving from what happened to what should we do. A retail client we worked with cut stockouts noticeably in the first quarter — not because we built a fancier model, but because we paired the existing demand data with a clear weekly decision: what reorders, in what quantity, by Friday.
2. Predictive analytics where it earns its keep
Prediction is fashionable, but it isn't free. Forecasting next quarter's pipeline is high-leverage; predicting which font users prefer is not. The honest filter is asking what decision changes if the prediction is right — and how often you'd actually use it.
3. Segmentation that matches reality
Customer data lets you stop talking to "customers" and start talking to specific kinds of customers. The mistake is over-segmenting: dozens of slivers that nobody can build campaigns around. Three to five well-defined segments, each tied to a real behavioural pattern, will outperform thirty.
4. Operational efficiency
The least glamorous data work tends to have the best ROI. Mapping a supply chain to find where the time and money actually go is unsexy — and it's often the single biggest unlock. Before investing in any predictive layer, exhaust the "look at the existing pipe" layer.
The pattern
Across all four levers, the unlock isn't the analytics. It's the synthesis: someone, in a room, looking at the numbers and deciding what changes Monday morning. Tools matter, but only after that loop is in place.
MarketingJan 15, 20264 min readBy Yashin Minhas
Top marketing trends for 2026
Trend lists usually age badly because they treat fashion as strategy. The three below are durable enough to plan against — and concrete enough to execute on without a six-month transformation project.
AI-assisted creative, not AI-replaced creative
The teams getting real value from AI in 2026 aren't the ones generating campaigns end-to-end. They're using it to compress the busywork — first-draft copy, asset variants, reformatting the same creative for six platforms — so human judgment goes into the decisions that matter. The competitive advantage is the same as it's always been; the cost of producing it just dropped.
Personalization that respects the audience
Personalization stopped being a differentiator and became table stakes. The bar moved up: relevant content, in the right channel, at the right moment, without crossing into surveillance-feeling territory. Segmented email flows, behavioural triggers, and adaptive landing pages are where the gains are now — not first-name tokens in subject lines.
Short-form video, with a longer half-life
TikTok proved the format. Instagram and YouTube absorbed it. The new question isn't whether to make short video — it's how to make a thirty-second cut that earns the next click. The ones that work tend to lead with a sharp idea in the first three seconds, not a logo. Distribution-aware production beats high-budget production every time.
What to actually do
Pick one of the three to invest in this quarter. Audit your current setup against it. Set a measurable target. The trends are useful as a forcing function — not as a checklist to spread thin against.
StrategyMar 5, 20265 min readBy Yashin Minhas
The case for fewer, sharper decisions
Most teams aren't held back by a lack of options. They're held back by too many. The instinct, when something isn't working, is to add: another initiative, another tool, another OKR. The opposite move is almost always the right one — subtract until what's left is sharp enough to actually execute.
The cost of optionality is real
Every open decision consumes attention. A roadmap with twelve "priorities" is functionally a roadmap with zero — every meeting becomes a debate about which one matters this week. Three priorities is a strategy. Twelve is a wishlist with a fancy template.
The two-question filter
For any decision sitting on the list, two questions usually settle it. First: if we say no to this, what is the worst plausible consequence in 90 days? Second: if we say yes, what is the smallest version we could ship to learn something? If the worst-case of saying no is "we'll be a bit slower" and the smallest-yes is still six weeks, the decision is made — defer it. If the worst-case of saying no is real and the smallest-yes is two weeks, ship the small version.
Speed is a lagging indicator of clarity
Slow execution is rarely a discipline problem. It's almost always an ambiguity problem dressed up as a discipline problem. Teams that ship fast aren't working harder; they have fewer open questions about what to do next. The quickest way to speed up a slow team is usually to close three open decisions, not to add a project manager.
What this means in practice
Pick a quarter. List every active initiative. Force-rank them. Cut the bottom third — not pause, cut. Communicate the cut. The team's first reaction will be relief, not panic. The second reaction will be that the remaining initiatives suddenly start moving.
The pattern
Most strategy work isn't about figuring out what to do. It's about figuring out what to stop doing. The hard part isn't the analysis. It's having the conviction to actually subtract.
StrategyMar 22, 20267 min readBy Yashin Minhas
How to read a 3-statement model
Most operating teams will never build a discounted cash flow model. They don't need to. But reading one — even at a basic level — changes which decisions feel possible, because it changes how you think about the relationship between today's choices and tomorrow's cash.
Three statements, one engine
The income statement, balance sheet, and cash flow statement are not three independent documents. They are three views of the same underlying engine. Net income flows from the income statement into retained earnings on the balance sheet. Working capital changes on the balance sheet drive cash flow from operations. CapEx on the cash flow statement becomes new property and equipment on the balance sheet. If a model is built well, every line you change should ripple through all three correctly.
What to look at first
Skip the headline numbers. Go to the assumptions tab. Revenue growth rate, gross margin, operating margin, working capital as a percentage of revenue, capex as a percentage of revenue. These five numbers tell you 80 percent of what the model is saying. The other 20 percent is in the discount rate and terminal growth rate at the bottom of the DCF.
The discount rate is a bet
Every DCF you read uses a weighted average cost of capital — the WACC — to bring future cash flows back to today. It's almost always wrong. The point isn't to nail it. The point is to know the model is sensitive to it: a 100 basis point change in WACC can swing valuation by 15 to 25 percent. When someone shows you a precise number, ask what happens at WACC plus or minus 100 bps.
What it means for operating decisions
Even if you never touch a model, the discipline behind one is useful: every operating choice has a cost-of-capital consequence. Slow inventory turns are working capital sitting idle. Delayed receivables are an interest-free loan to your customers. Capex without a clear revenue link is dilution by another name. The model is just the formal version of a question good operators are already asking: is this dollar working as hard as it could be?
The pattern
You don't need to be the analyst. You need to be the reader who knows where to look and what to be skeptical of. That's a half-day of learning, and it pays back for the rest of your career.
TechnologyApr 8, 20265 min readBy Yashin Minhas
Where AI actually pays for itself
The AI-in-business conversation has split into two camps: people convinced it changes everything, and people convinced it changes nothing. Both are wrong. The honest answer is that AI moves a needle in a small number of well-defined places, and is theatre everywhere else. Knowing the difference is most of the work.
Where it earns its budget
Three categories consistently produce real ROI. First, anything that compresses unstructured-to-structured conversion: parsing invoices, summarizing call transcripts, extracting fields from contracts. Second, first-draft generation in domains where humans always edit anyway: marketing copy, internal documentation, code scaffolding. Third, search and retrieval inside large knowledge bases, where the human cost of finding the right document is high and the consequence of getting a slightly wrong one is low.
Where it doesn't
AI struggles in domains where the cost of being wrong is high and the answer is hard to verify. Financial close, legal review, clinical decisions, anything regulated. It also struggles where the value of the work was never in the words on the page — high-stakes negotiation, a sales call, a difficult performance conversation. The model can produce a transcript. It cannot produce judgment.
The deployment question
The choice between an off-the-shelf chatbot, a fine-tuned model, and a custom system is mostly an economics question. Off-the-shelf is fine if your use case overlaps with the general training data. Fine-tuning makes sense when your domain has its own vocabulary or workflow. A custom system is rarely worth it for anyone outside the very largest organizations.
What this means for your roadmap
Audit your team's time. Find the three tasks that consume the most hours and produce the least judgment-dependent output. Pilot AI in one of them for ninety days, measured against a baseline you set up first. If it works, roll out. If it doesn't, kill it. The discipline is the same as any other technology investment — and the failure mode is the same too: investing in the tool before defining the job.
