Strategic Direction
A strategic direction practice by Claudia Quiana.
Strategic direction for businesses with the right offer, the right team, and a stalled outcome.I diagnose the gap and direct the fix.
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Where I Lead
The Business
The brand has outgrown the way the business presents itself.
The product is premium. The pricing isn't holding.
There's a sales team. The deals aren't moving.
There's an audience already there — and the business isn't reaching it.
The Founder
The founder has built it. They're ready to take the chair.
The market is right. The entry strategy isn't yet.
The next phase requires a direction — not another department head.
The Engagement
Phase One
I work inside the business to find the gap — between the brand promise and the customer experience, between the pipeline and the close, between the team you have and the outcome you need. You receive a written diagnosis and a recommended direction.
Phase Two
Scoped to the work. I lead the strategic build with the budget you provide, or with your team in place. I bring the right specialists when the work calls for it. Deliverables are tangible — brand systems, market plans, sales architecture, founder coaching — whatever closes the diagnosed gap.
Phase Three
Optional. For founders who want me in the chair until the strategy is operating. By scope and fit.
Insights
The Lead EssayPositioning
The visual identity is closing the room. The alignment underneath is missing.
I spent years inside other people's positioning. Brand design. Photography. Rebrands. Packaging. The pattern that interested me was the launches that did not land — and what they had in common underneath.
From the Review
Further reading from the practice.
Pricing high isn't about confidence. It's about whether you're building a transactional business or a relational one.
Founders ask me about pricing more than any other strategic question. The framing is almost always the same — and almost always wrong. Pricing is not a confidence problem. It is a position you occupy in the market, and the position determines the business underneath it.
Most sales teams measure activity. The real metric is conversation. The difference is the close.
Most founders judge their sales team by the top of the funnel. The pipeline looks healthy. Leads are flowing in. And then weeks pass, and the close rate does not match the activity. This is not a lead generation problem. It is a strategy problem at the sales team level.
The Founder
I built this practice on the phone, in the room, on the close.
Before there was a firm, there was a closer — my own funnels, my own cold calls, my own companies built one acquired customer at a time. Then a marketing company, taking brands from idea to launch across industries and price points.
The pattern was always the same. Every client had a gap, and every client was looking at the wrong thing — the website, the product, the next hire. The real gap was sitting in front of them. Q2Close exists to name it and direct the fix.
A practice of Dominion IP.
Read more about the firm →Begin
No pitch. No deck. We'll walk through where the alignment is breaking and whether the engagement is a fit.
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