Every engagement starts with a diagnostic. Independent, scoped, and useful on its own. Where the brief is already clear, we scope delivery directly.
We work on a time-and-materials basis, scoped to each situation. The diagnostic is a fixed-scope first step, and we agree the shape and the cost in writing before any work starts.
The structural read of the business. Where the operating model is not delivering what the strategy requires, or where a funded transformation programme is not landing.
We diagnose the gap between what the strategy requires and what the operating model can deliver. Then we redesign the structure to close it.
Three phases. Diagnose maps the structural gap. Redesign builds a practical plan. Enable stays through execution to make the change stick.
Your transformation was funded, the plan was agreed, and it is not delivering.
We assess the programme structure: governance, controls, accountability, dependency management, and stakeholder alignment. We identify what must change so the programme starts delivering real outcomes rather than reporting activity. Where the problem is the portfolio rather than one programme, we run a multi-programme portfolio assessment (close, enhance, amalgamate).
Operator-led advisory for technology programmes. Where the technology works but the operating model around it does not.
When AI and automation investment does not pay back, the problem is usually the operating model around it, not the tool.
We design the operating model around the technology. Demand pipeline ranked by value, sourcing strategy, accountability that lands in the business, governance built for outcome decisions. Operator-led, not vendor-led.
Product programmes usually fail at the operating model around the build, not at the build itself.
Advisory for technology product launches and product development programmes. Product strategy, build-versus-buy decisions, go-to-market shape, and the operating model around the product. Engineering depth and the commercial read on the same engagement.
Where the structural read points to a leadership question: the composition of the top team, or an individual leader in transition.
Before redesigning the structure, we assess whether the team is composed for what comes next.
Belbin team profiling, confidential interviews with the leadership team, AI-assisted synthesis, and a Belbin team-role map. A per-leader recommendation in four named buckets and a per-leader ranking, with optional remuneration benchmarking through a partner firm.
Recent: an externally backed services business preparing a category launch; all four buckets represented, plus a memo to the remuneration committee.
Coaching leaders through the transitions that operating model changes demand.
Three named programmes: 1:1 Executive Coaching for a senior leader, the Leadership Cohort Programme for two to six leaders in the same business, and the First 100 Days Programme for a leader new in post.
EMCC Senior Practitioner. Henley PCEC (Level 7). Selected assessment tools, 20+ coaching frameworks, and an operating career behind the coaching.
Operator-in-the-seat engagements, full-time interim or fractional, are at Interim Leadership. Statutory appointments are at NED Engagement. Clients enter at the point that fits the work.
Most businesses evolve incrementally rather than by design, so the structure reflects how the business grew, not how it needs to operate. The result is a gap between what the strategy requires and what the operating model can deliver. It shows up as underperformance, or as a funded programme that will not land. Both are structural. Whatever the situation, growth, a deal, a slipping programme, a leadership change, the entry point is the same: a scoped diagnostic, then the engagement that fits.