The diagnostic-first method
Every engagement starts with a diagnostic. Independent, scoped, and useful on its own. Where the brief is already clear, we scope delivery directly.
Why a diagnostic first
Boards know what to do. The harder question is whether the operating model, the leadership team, and the programme can carry it. The diagnostic looks at the problem the way an operator would: what is structural, what is symptomatic, and what to fix first, in writing, for the board.
We assume the strategy is set. This is not a culture survey or a framework restatement. Buy the diagnostic, keep it, walk away if you want.
Six ways in
Across strategy, technology, and leadership. Click a segment to read each one.
Advisory service
Operating Model Transformation
Where structure, accountability, and decision rights are slowing the strategy down. A board-ready view of the gap, then the redesign that closes it.
View Operating Model Transformation →- Operating Model TransformationWhere structure, accountability, and decision rights are slowing the strategy down. A board-ready view of the gap, then the redesign that closes it.
- Transformation Programme LeadershipAn independent read on a programme that is missing dates, value, or confidence. Findings, root causes, and the recovery options.
- AI and AutomationMost AI investment fails to land because the operating model around it is wrong. The operator view that turns it into measurable value.
- Technology Product LeadershipOperator-led product launch and development. Build, launch sequence, and the operating model that scales with the product.
- Leadership Team AssessmentBelbin-anchored assessment of the team that has to deliver. Composition, alignment, and the gaps the strategy will expose.
- Executive CoachingOne-to-one work with operators carrying P&L weight. Three named programmes. Confidential, structured, and built on twenty-five years of running businesses.
Diagnose, redesign, enable
The method runs in three phases. Clients can stop after any phase.
Diagnose
A structured read of the gap between what the strategy requires and what the operating model, leadership team, or programme can deliver. Leadership interviews, documentation review, and Belbin team profiling where relevant. The output is a heat map and a tiered set of recommendations: quick wins, transformation priorities, and board-level strategic options. All written down for the board, not left as a verbal handover.
Redesign
A practical plan, not a slide deck. The target operating model, the governance structure, RACI at the layer that matters, and a transition roadmap with named owners and dates. Commissioned only where the diagnostic shows it is needed and the client wants the same team to carry the work through.
Enable
Execution support. Coaching for the leadership team through the change. Governance support at board and ExCo level. Health checks at 90, 180, and 360 days. Where diagnosis is not enough and the seat needs an operator, the same hands carry the work through as an Interim Leadership engagement. We do not hand over half-built work.
The capability statement
A one-page summary of the method, the six services, and the track record, for forwarding after a warm introduction. Rendered from this site, so it stays current. Ungated, no form.