Every A&B engagement starts with a diagnostic. Independent, scoped, and useful on its own. Where the brief is already clear, we scope delivery directly. The diagnostic puts the facts on the table before anyone commits to delivery. Named examples: the Operating Model Transformation, the Transformation Programme Leadership, and the Leadership Team Assessment.
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 needs to change for the programme to deliver outcomes, not activity. Where the problem is the portfolio rather than one programme, we run a multi-programme portfolio assessment (close, enhance, amalgamate).
Trigger: Programme off-plan, governance unclear, steering committee not making decisions
Operator-led advisory for technology programmes. Where the technology works but the operating model around it does not, and where the value the board expected has not landed.
Most firms struggle to turn AI and automation investment into measurable value. The technology is rarely the bottleneck. The operating model is.
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. Enterprise automation function inside a multinational service business, robotics integration, Dr.-Ing. Stuttgart.
Most product programmes fail at the operating model around the build, not at the build itself.
Operator-grade advisory for technology product launches and product development programmes. Product strategy, build-versus-buy decisions, go-to-market shape, the operating model around the product. We bring the engineering depth and the commercial read on the same engagement.
Where the structural read points to a leadership question, an individual coaching engagement, or the need for an operator inside the business rather than an adviser outside it.
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. 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: Externally backed services business preparing a category launch. All four recommendation buckets represented across the team, plus a remuneration benchmarking output and a memo to the remuneration committee.
Coaching leaders through the transitions that operating model changes demand.
Three named programmes. 1:1 Executive Coaching for one-to-one work with a senior leader. Leadership Cohort Programme for two to six leaders inside the same business. First 100 Days Programme for a leader stepping into a new role.
EMCC Senior Practitioner, Henley PCEC (Level 7). Selected assessment tools, 20+ proprietary frameworks, and the operating context that most coaches lack.
Operator-in-the-seat engagements, full-time interim or fractional, are at Interim Leadership. Statutory non-executive director appointments are at NED Engagement. Clients enter at the point that fits the work.
Most organisations evolve incrementally rather than by design. Structures form around individuals. Processes develop through habit rather than intention. Over time, the business reflects how it 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 day-to-day underperformance, or as a funded programme that can't deliver outcomes. Both are structural problems with the same root causes.
Most clients arrive with a situation, not a service. Read down the six below. If one of them describes where you are, that is the conversation to have. We work by the problem in front of the business, not by sector or size.
Revenue is increasing but margins are flat or declining. The founder is still the decision bottleneck. Processes that worked with 20 people don't work with 80.
The deal thesis assumed operational synergies that haven't materialised. The acquired business is running on its legacy model. Nobody has done the structural work to integrate it.
Pipeline conversion has slowed. Pricing lacks discipline. The sales motion is founder-dependent or ad hoc. Revenue growth requires a commercial architecture, rather than more salespeople.
A founder exits, a key leader leaves, or a new investor arrives, and suddenly the business can't operate. That's not a people problem. It's a structural dependency.
The programme was funded and the plan was agreed. Some way in, it's behind schedule, over budget, or not delivering the benefits that justified the investment.
The response to declining performance is tactical: new hires, restructuring the org chart, replacing the programme director. Until the gap between strategy and structure is diagnosed, tactical fixes won't hold.
A short conversation tells both of us whether the work fits. No pitch deck, no discovery call script.