Victoria StasikSenior Expert at a Leading Global Consulting Firm, on Where to Find Opportunities When Growth Feels Maxed Out.
Where does growth come from when the obvious moves have already been made? According to Victoria Stasik, the strongest growth strategies don’t start with what’s new — they start with a sharper understanding of what a company already does well. Stasik is a senior expert at one of the world’s leading consulting firms, who has delivered dozens of projects across technology, financial services, and telecommunications.
The pattern Stasik sees is counterintuitive: a significant share of growth often comes not from new directions, but from the core business itself.
“Senior executives are often captivated by the idea of ‘breakthroughs’ and overlook the potential of existing assets,” says Stasik, whose work has taken her across the EMEA, the Middle East, and the United States. “I worked with a large technology company that was planning to grow by entering a new segment. We modeled market scenarios using a business simulation format. The key finding was unexpected: the biggest impact came from changes to the core business. When you have a massive customer base, revisiting pricing delivers a disproportionately larger effect — both positive and negative — than aggressive customer acquisition campaigns or experimental launches.”
Moving Fast Without a Map
A common source of growth is expansion into new segments — often without an established playbook. In these cases, the ability to move through rapid iterations becomes critical. “The willingness to make decisions under uncertainty isn’t something you develop by relying solely on proven methodologies,” Stasik argues. “In many cases, intuition — reinforced by experimentation and continuous market feedback — is more valuable than waiting for the complete data picture.”
This approach demands a particular dynamic with senior leadership. Company leaders often greet bold ideas with skepticism and resist experimentation. That resistance is workable. “It’s a natural reaction when the stakes are high. A consultant who shows up with a ready-made answer loses credibility at the first serious challenge. What matters is understanding the executive’s logic — the constraints they see and the risks that keep them up at night.”
One example: a retail strategy transformation project for a major U.S. telecommunications company, where the CEO was initially skeptical. “We focused on rapid iterations, actively involved his team, and adjusted our approach based on feedback. By the end of the project, he had become the owner of the program. Six months later, I saw a real shift: greater confidence, faster decision-making, more creativity. That’s one of the most rewarding outcomes — when the client grows as a leader.”
When entering adjacent markets, success largely depends on what truly differentiates a company — its capabilities, customer base, or proprietary data. “Recently, I worked with an international professional services firm on building an AI product portfolio. We started with in-depth client interviews to separate broad market trends from the company’s unique strengths. One key differentiator turned out to be a strong position in a narrow segment, which allowed us to focus new AI offerings specifically on that audience’s needs.”
AI Is Table Stakes. Now What?
If navigating uncertainty demands new decision-making instincts, generative AI is rewriting the playbook entirely — not just for how companies compete, but for how they price, package, and deliver value.
The first dimension is product adaptation. As markets mature, competitive advantage shifts from “we have AI” to “we know how to apply AI to our specific context.”
“Many foundational AI capabilities are rapidly becoming commoditized — chatbots, knowledge management, and document generation. These are no longer differentiators; they’re table stakes. Real value comes from solutions that unlock new possibilities: deep personalization, predictive analytics, and fast access to highly specialized expertise.”
The second dimension is business models and pricing. Traditional approaches break down when a team of AI agents can replace the work of multiple employees. “More and more B2B companies are shifting toward outcome-based models — pricing tied to cost savings, resolved requests, or measurable performance gains. Pricing is becoming a key lever for growth.”
Going Global Without Getting Burned
New pricing models and AI product strategies can drive growth at home — and their potential multiplies when a company proves it can take them abroad. For investors, that ability to operate internationally is one of the strongest indicators of long-term value. Yet geographic expansion — even into markets with clear demand — requires more than a competitive product. The essentials, Stasik says, are a deep understanding of your unique advantages, a willingness to adapt to local conditions, and strong partnerships on the ground.
“A telling example is the Middle East, a market I’ve worked in across several projects. Many technology companies now view it as a priority region. It’s undergoing large-scale digital transformation — major investments in AI infrastructure, fintech, and smart cities. But there are two critical factors to consider,” she cautions.
The first is relationship culture. Business is built on personal connections and trust. Fast-deal logic doesn’t work. Physical presence and regular meetings are essential; emails may simply go unanswered.
The second is the regulatory environment: strict data residency requirements and workforce localization quotas under “Saudization” and “Emiratization.” Violations can result in substantial fines and reputational damage.
“For companies looking to export their solutions to the Middle East, I’d strongly recommend starting with a clear articulation of their competitive advantage and building local partnerships,” Stasik says. “Without that, market entry will be either too slow or too costly.” At the same time, she notes, investors place a high premium on companies that demonstrate traction beyond their home market.
“But knowing your strengths is one thing; applying them in new conditions is another. Generative AI, new monetization models, unfamiliar markets — none of this is about repeating past successes. It’s about building something new on their foundation. And perhaps that’s the core paradox: competitive advantage isn’t what a company preserves unchanged, but what it knows how to unlock in every new context.
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