How an engagement
unfolds.
A four-phase arc from diagnostic to handover — fixed scope, senior staffing, and a 90-day check-in after we leave.
The engagement arc.
The same spine on every mandate — the depth varies with the problem, the discipline doesn't.
Map the real constraint
We find where performance is actually blocked — usually somewhere different from where it hurts. Primary interviews, floor time, raw data; never a recycled deck.
- Stakeholder and operator interviews
- Document, data and process audit
- Draft constraint map with early findings
Quantify the options
Findings are costed, stress-tested by a principal who didn't gather them, and reduced to the decisions that matter.
- Baseline metrics and options analysis
- Adversarial internal review
- Mid-point readout — bad news arrives here, not at the end
Build the artifact
The recommendation becomes something runnable: a plan, a system, a cadence — sized for the people who will own it.
- Written decision document with rejected alternatives
- Named internal owner for every element
- Implementation sequence and cost model
Prove it runs without us
We train owners, supervise the first operating cycles, then leave. A 90-day check-in is included in every fee.
- Owner training and written runbooks
- Supervised first cycles
- 90-day verification visit
The mid-point readout is where we earn the fee. Surprises at final delivery mean the process failed.House rule · Phase B
What we need from you.
Three commitments that make the difference between a report and a result.
A named sponsor
One executive with authority to decide — not a committee. Someone who can say yes to both the diagnosis and the fix.
Access to reality
Operators, floor time and raw files — not curated summaries. The quality of the answer is set by the quality of the access.
An owner for the handover
A person inside the organization who will run the system after we leave. If that seat is empty, filling it becomes part of the work.
Questions we hear often.
Typically within two weeks of a signed scope. Urgent diagnostics — a stalled reorganization, a supply disruption — can often start sooner. Write to us with the timeline you're facing.
Yes. Diagnostics benefit from being on-site, but analysis and design travel well. Travel is priced transparently in the written scope — never buried in the fee.
From start-ups writing their first operating plan to mid-size companies restructuring for scale. The constraint matters more than the headcount.
You get it in writing, with the reasoning — at the mid-point readout, not the final invoice. Sometimes the right deliverable is a smaller scope, a different question, or a documented case for leaving things alone.
Phase A starts
with a paragraph.
Describe the situation in plain language. A principal replies within two business days.
Start the conversation