Evidence first. Opinions are cheap.
Consultancy has a credibility problem for good reasons: open-ended discovery, findings that were decided before the interviews, and a handover that creates a dependency rather than a capability.
Our method is designed against each of those failures specifically.
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Diagnose — two to three weeks, fixed fee
We agree the questions up front, then answer them with evidence: a data pull from the systems that hold the truth, a technical review of how those systems are configured and connected, and structured interviews with the people doing the work rather than only the people accountable for it.
You get a written findings pack: what is happening, what it is costing, what is causing it, and where the assumptions in the current plan do not hold. It is yours regardless of what happens next.
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Decide — options, costed and sequenced
Two or three routes forward, each with a cost, a timescale, a required level of internal effort and an honest risk assessment. We give one clear recommendation and say plainly what we would leave alone, because a plan that tries to fix everything at once fixes nothing.
If the right answer is that you do not need us — or need a specialist instead — that is what the recommendation will say.
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Deliver — alongside your team, in the open
Small senior teams, working inside your organisation rather than in parallel to it. Your people are named on the work from day one, so the knowledge accumulates on your side of the table.
We work in short cycles with something demonstrable at the end of each, and we report against the baseline agreed in the diagnostic. Scope changes are re-priced in writing before the work happens, not invoiced afterwards.
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Embed — then get out of the way
Handover is a deliverable with a date, not a conversation at the end. It includes documentation, the tooling in your ownership and your environment, named internal owners who have already run the process live, and a measurement baseline so the effect is still visible in six months.
We would rather be re-engaged for the next problem than retained on this one indefinitely.
The uncomfortable version of the finding is the only useful one.
No pyramid
The people who scope the work do the work. You are not funding a bench or a graduate learning your business at your expense.
Priced on scope
Fixed fees against defined outcomes wherever the work can be specified. Day rates create an incentive we would rather not have.
Findings go to the board unedited
We will help you frame a difficult message. We will not soften it into something that no longer requires a decision.
Your data stays yours
Minimum necessary access, held only as long as the engagement needs it, and never used to train anything. Set out in the privacy notice.
Tooling in your ownership
Anything we build is in your tenancy, your repository, your licence — not ours. No black boxes and no exit fee.
We turn work down
Wrong problem, wrong timing, or a mandate that does not exist internally: better to say so at the start than bill through it.
A clear scope is more useful than a broad one, so it is worth being explicit about the boundaries.
- Open-ended discovery
- Every engagement has a defined question, a scope and an end date agreed before it starts.
- Body-shopping
- We are not a supplier of contractors to fill a gap in your establishment. If that is the need, we will say so.
- Regulated advice
- We are not solicitors, accountants or financial advisers. Where an engagement touches employment law, tax or regulatory matters, you will need your own professional advice and we will tell you when that point is reached.
- Reselling software
- We take no commission from any vendor. If we recommend a platform, that recommendation is the whole of our interest in it.
Describe the symptom.
You do not need a defined brief to get in touch. Tell us what is not working and we will tell you whether this is the kind of problem we are useful on.