OSER was founded by Laura Derbyshire to help ambitious companies translate strategy into measurable growth. After more than two decades inside global agencies and leadership teams, Laura saw the same pattern repeatedly - smart businesses with strong ambition, but without the clarity, alignment, or strategic direction required to scale. OSER was built to close that gap. Today, OSER operates at the intersection of creativity and commercial effectiveness - combining board-level strategic thinking with the disciplines proven to drive long-term brand and business growth. Laura is joined by Diego Chicharro, OSER Partner and Brand Effectiveness Advisor. Having previously worked together at a leading challenger agency in London, they reunited to bring agency rigour into a consultancy model built specifically for growth-stage companies. Diego brings deep expertise from global networks including Publicis, alongside a track record of award-winning effectiveness-driven brand strategy grounded in evidence, not opinion. Together, they help leadership teams diagnose constraints, define direction, and execute strategies that stand up to investor scrutiny. Because growth rarely fails from lack of ambition - it fails from lack of clarity.

We partner with scaling companies, investor-backed businesses, and private equity portfolios navigating complex phases of growth. Usually this means leadership teams facing inflection points: • Growth has slowed • Positioning is unclear • Execution feels fragmented • Or the next stage demands sharper strategic focus When momentum matters, clarity becomes a competitive advantage.

Traditional firms are often optimised for analysis or execution. OSER is designed for momentum. We combine strategic rigour with creative thinking - ensuring decisions are commercially grounded, distinctive in market, and executable in practice. We don’t deliver strategy in isolation. We help leadership teams move.

Yes. Much of our work sits alongside founders, CEOs, investors, and executive teams - shaping the strategic choices that determine long-term enterprise value. We are comfortable in the boardroom because our role is not simply advisory. It is directional.

The right moment is usually earlier than most teams think. OSER is often engaged when leadership senses growth should feel easier - but doesn’t. Before major investment. Before a repositioning. Before international expansion. Before stagnation becomes visible. Clarity, applied early, compounds.