Every engagement starts with a diagnostic that is independent and useful on its own. Where the brief is already clear, we scope delivery directly.
Each diagnostic has a fixed scope and takes two to four weeks.
For a business that needs a new direction and the organisation to deliver it, or that is not winning enough of the right work.
The last plan has run its course, or the business is not delivering the one it has.
We set the goal and the plan with your leadership team, then design the operating model, management information and structure that deliver it. If you want us to, we lead the execution with your team until the business runs to the new rhythm.
The business runs well, and it is not winning enough new work.
We design how the business wins and grows its accounts: the go-to-market, the sales operating system, a pipeline the board can forecast from, and pricing that holds margin. In founder-led firms, the design also takes the founder out of day-to-day sales and delivery.
For a funded transformation programme that is not delivering, an AI or automation programme where the business around the technology has not changed, or a large supplier contract that no longer fits.
Your transformation is funded and the plan is agreed, but the programme is not delivering.
An independent Programme Assessment rates your programme on six dimensions, from governance to benefits realisation, and tells the board whether the programme can deliver what the business case promised. The board can then ask us to lead the programme.
The business is spending on AI and automation, and the board cannot yet see the return.
We set the use cases in order of net value and design how the business chooses, runs and pays for the work. Your own team, an integrator or a vendor builds the systems, and we lead the programme on your side until the changes are running.
A large supplier contract is due for renewal, or the relationship has become a dispute.
Acting for you, we help your team decide what to buy and on what commercial model, write the requirements, and prepare the negotiation on terms that work for both sides. We then set up contract governance, with named owners, for your team to run.
For the leadership team that has to deliver the change.
Decisions stall in the leadership meeting, and the strategy now asks more of the team.
You get an independent, confidential view of whether the team has the right people, skills, structure and behaviours, and whether development or a more fundamental change will close each gap. We then design the changes and put them in place with you.
Interim roles, full-time or fractional, are covered under Interim leadership, and coaching for senior leaders under Executive Coaching.