Below is what happens from the moment you get in touch to the day we close the engagement. Typical projects run eight to fourteen weeks depending on scope. Shorter diagnostic-only engagements take four weeks.
We schedule a 45-minute video call with whoever owns the problem. This is not a sales pitch. We ask you to walk us through the issue in your own words, share any numbers you already have, and tell us what a good outcome looks like. By the end of the call, we will know whether we can help. If we can, we send a one-page proposal within two working days. If we cannot, we will say so and, where possible, point you toward someone who can.
A senior consultant spends two to three weeks inside your business. They sit with your team, observe daily workflows, pull data from your accounting and CRM systems, and interview eight to twelve key people across departments. The goal is to understand how work actually flows, not how the org chart says it should flow. At the end of this phase, we produce a diagnostic report: a 10- to 15-page document that lists every problem we found, ranked by financial impact, with rough estimates of what fixing each one would save or earn.
We take the top three to five problems from the diagnostic and design specific fixes. Each fix includes a description of the change, the people and tools required, a timeline for implementation, and a projected financial impact with assumptions stated clearly. We present these in a working session with your leadership team. You choose which fixes to pursue. We do not pressure you to accept all of them.
This is where most consulting firms disappear. We do the opposite. Our consultant works alongside your team to put the agreed changes in place. That might mean redesigning a sales handover process, building a new reporting dashboard, rewriting job descriptions, or renegotiating a supplier contract. We do the work with your people, not for them, so the capability stays in the business after we leave. Weekly check-ins with the sponsor keep everyone aligned.
Four weeks after implementation, we measure the actual results against the projections from phase 3. We write a final report that shows what changed, by how much, and what still needs attention. If we committed to a specific financial outcome in the proposal and did not hit it, the performance clause in our contract kicks in and we adjust our fee. The engagement closes with a 90-minute debrief where we hand over all documentation and answer any remaining questions.
Three things set our approach apart from the industry norm.
First, the same person who does the diagnostic also does the implementation. There is no handover between a "strategy team" and a "delivery team." The consultant who sat with your warehouse staff in week two is the same consultant who helps redesign the pick routes in week seven. Context does not get lost.
Second, we cap the number of active engagements at six. Each of our four senior consultants runs no more than one or two projects at a time. That means they are genuinely available when your team needs them, not juggling five clients and responding to emails at midnight.
Third, our diagnostic report is blunt. We do not soften findings to keep the relationship comfortable. If the problem is a specific person, a specific vendor, or a specific decision the founder made three years ago, we say so. You hired us to tell you what is wrong, and that is what we do.
The scoping call is free and takes less than an hour. If we are not the right fit, we will tell you straight away.
Book your scoping call