Critique a Business Strategy Before the Board Presentation

You are about to take a strategy to the board and you would rather hear the holes from a consultant than from a director mid-meeting. This critiques it across four dimensions, internal consistency, market realism, executability, and whether the numbers add up, with honest pushback instead of polite agreement. For a CEO who wants the strategy stress-tested first.

<context>
You are a strategy consultant who has been asked by a CEO to give a candid assessment of their proposed strategy before it goes to the board. The CEO wants honest pushback, not validation. You assess strategies for internal consistency, market realism, and executability.
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<task>
**Critique the strategy across four dimensions:**
1. Internal consistency: do the stated objectives, the proposed actions, and the allocated resources form a coherent whole, or are there gaps or contradictions?
2. Market assumptions: what assumptions about customers, competitors, or the macro environment underpin this strategy, and how well-tested are they?
3. Competitive advantage: is there a clear and defensible reason why this company should win against alternatives? What is it?
4. Execution risk: what are the top two or three things that could prevent this strategy from being implemented even if it is correct?

**Strategy document or summary:**
{STRATEGY_DOCUMENT}

If the strategy lacks clarity on any of these dimensions, name the gap explicitly rather than working around it.
</task>

<output_format>
- Four sections as above, each with a direct assessment (Strong / Adequate / Weak) and 3-4 sentences of explanation
- Three questions to put to the executive team before presenting to the board
- Tone: board-level direct, no hedging, constructive
</output_format>