Design an Institutional-Grade Banking Strategy Decision Framework

I'm looking for an exceptional strategy consultant with deep banking experience to help design something quite different from a traditional strategy document. Most banking strategies today are well-written but ultimately theoretical. They contain plenty of frameworks, market commentary and recommendations, yet they rarely provide a rigorous, repeatable methodology for determining which strategic choices a bank should make, why those choices are superior to the alternatives, and how those choices should evolve as market conditions, competitive dynamics and the broader operating environment change. I want to build that methodology. The objective is to develop a robust, data-driven strategic decision framework that can be applied across different banking institutions—not just a single bank. The framework should be sufficiently flexible to accommodate commercial banks, universal banks, digital banks, holding companies and diversified financial groups, while remaining grounded in practical decision-making rather than theory. More importantly, the framework should be dynamic rather than static. It should explicitly account for the impact of exogenous factors—including macroeconomic conditions, regulation, technology, customer behaviour, capital markets and other external forces—and demonstrate how changes in these variables influence strategic priorities and expected outcomes. It should also incorporate competitor positioning in a meaningful way, enabling strategy teams to evaluate not only where the bank stands today, but how competitor actions, emerging entrants and shifts in industry structure should influence strategic choices over time. Rather than producing another strategy report, I want to design the analytical engine that sits behind great banking strategies. It should bring together market intelligence, financial performance, competitive positioning, customer economics, regulatory considerations, organisational capabilities, scenario analysis and value creation into a coherent decision architecture that enables strategy teams to identify, evaluate, prioritise and sequence growth opportunities with confidence. The framework should be capable of testing multiple strategic scenarios, quantifying trade-offs where possible, and showing how recommended actions change under different economic environments and competitive responses. The final output should feel like an institutional-grade strategic planning framework—something that a consulting firm or bank could use repeatedly across multiple engagements rather than a one-off deliverable. It should be sufficiently robust to support strategic decision-making at Board and Executive Committee level, while remaining adaptable to different banking business models, strategic ambitions and operating environments. If you enjoy designing structured thinking, challenging conventional approaches and translating complex banking dynamics into practical decision frameworks, I'd be very interested in hearing from you.