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Four practices. One test: does it work on the ground?

Each practice is led by a partner and staffed by a small team. Most engagements draw on more than one — a growth strategy usually needs an operating model, and every plan needs someone to deliver it.

Practice

Strategy & Growth

Where to compete, how to win, and what to stop doing.

We help leadership teams make a small number of clear choices about markets, customers and investment — and we write down what they are choosing not to do. The output is a strategy short enough to remember and specific enough to fund.

Challenges we are asked into

  • Too many priorities, none of them properly resourced
  • A new chief executive or owner needs a shared view of the next three years
  • Growth is slowing in the core and adjacent bets are unproven
  • The board wants a clearer link between strategy and capital allocation

What you receive

  1. A one-page strategy and the decision record behind it
  2. Market and customer fact base, built with your teams
  3. Portfolio view: invest, hold, fix or exit
  4. Three-year financial frame and first-year budget implications

Typical formatsDiagnostic sprint · Strategy-to-plan programme · Board advisory

A facilitator at a whiteboard leading a small team working session in a converted warehouse office

Practice

Operations & Performance

Cost, service and capacity designed to hold up under real demand.

We work on the floor, not just in the spreadsheet. We map how work actually flows, find where cost and delay accumulate, and redesign processes, footprints and performance routines with the people who run them every day.

Challenges we are asked into

  • Margins are thinning and previous cost programmes did not stick
  • Service levels are slipping as volume grows
  • A network, plant or site footprint designed for a different business
  • Performance meetings full of numbers and short of decisions

What you receive

  1. End-to-end process and cost-to-serve analysis
  2. Footprint and capacity options with costed trade-offs
  3. Redesigned performance routines and a short list of measures that matter
  4. Implementation plan with owners, milestones and benefit tracking

Typical formatsDiagnostic sprint · Transformation partnership

Rows of racking and yellow crates across the floor of a large distribution centre

Practice

Organisation & Change

Structures, roles and decision rights people can actually work inside.

Most organisation problems are decision problems in disguise. We clarify who decides what, design structures around the work rather than the people currently in post, and support leaders through the change itself — conversations included.

Challenges we are asked into

  • A founder-led business that needs a leadership team, not a hub-and-spoke
  • Two organisations becoming one after a merger
  • Decisions escalate to the top because nobody else is sure they can make them
  • A restructure that changed the chart but not the way people work

What you receive

  1. Operating model and organisation design options
  2. Decision-rights map for the most important recurring decisions
  3. Role profiles, spans and layers, and transition plan
  4. Change and communication plan for leaders and managers

Typical formatsStrategy-to-plan programme · Transformation partnership · Leadership advisory

Colleagues seated along a wooden table reviewing printed documents

Practice

Transformation Delivery

A lean transformation office that keeps the plan honest after launch.

We stay after the strategy is signed off. A small Consultancy team works alongside yours to run the transformation office: sequencing initiatives, tracking benefits, surfacing problems early and building the internal capability to carry on without us.

Challenges we are asked into

  • A strategy everyone agreed to and nobody is delivering
  • Too many initiatives competing for the same people
  • Benefits are reported but nobody believes the numbers
  • A programme that depends on consultants and has no exit date

What you receive

  1. Transformation office design and governance
  2. Initiative portfolio, sequencing and resourcing plan
  3. Benefit tracking that finance signs off
  4. Capability-transfer plan and agreed handover date

Typical formatsTransformation partnership · Advisory retainer

A small team gathered around a table with laptops in a wood-panelled meeting room

05Engagement formats

Four ways to work together — each with a defined end.

Most clients start with a diagnostic sprint. Scope and fee are agreed in writing before any work begins.

  1. 3–5 weeks

    Diagnostic sprint

    A focused look at one question. We gather the facts, test the hypotheses with your people and tell you plainly what we found.

    Team
    One partner, two consultants
    You leave with
    A written diagnosis, options and a recommended next step — even if that step does not involve us.

  2. 8–14 weeks

    Strategy-to-plan programme

    From a diagnosis to agreed choices and a plan people can run: priorities, operating model, budget and roadmap.

    Team
    One partner, three to five consultants
    You leave with
    A decision record, an operating plan and the governance to start delivery on a known date.

  3. 6–18 months

    Transformation partnership

    We run the transformation office with you, then step back on a schedule agreed at the outset.

    Team
    Partner-led, two to six people, flexing by phase
    You leave with
    Delivered initiatives, tracked benefits and a team inside your business that can carry on.

  4. Ongoing

    Advisory retainer

    A senior sounding board for a chief executive or board through a period of change — a few days a month.

    Team
    One partner
    You leave with
    Better-prepared decisions and an outside view when it is most useful.

06Questions

Before you call.

How does an engagement usually start?

With a 45-minute conversation with a partner. If there is a fit, we write a two-page note setting out the question, our proposed approach, the team and the fee. Many engagements begin with a short diagnostic sprint before anyone commits to a larger programme.

How large are your teams?

Deliberately small — usually one partner and two to five consultants. We would rather bring experienced people who can work directly with your managers than a large team that needs managing itself.

How do you price your work?

Most work is priced as a fixed fee for a defined scope, agreed before we start. For longer transformation partnerships we agree a monthly fee by phase and review it together at each stage gate.

Do you implement, or only advise?

Both. Our Transformation Delivery practice exists because clients asked us to stay after the plan was agreed. When we do, we work inside your governance and alongside your people, not as a parallel team.

Can you work alongside our existing advisers?

Yes. We regularly work alongside audit firms, technology partners and specialist advisers. We are clear at the outset about who owns what, so nobody is paid twice for the same work.

What happens when you leave?

We agree an exit date and a capability-transfer plan at the start of any engagement longer than three months. The aim is that your teams run the routines, tools and governance we built together without us.

Bring us the problem you keep postponing.

A first conversation is 45 minutes with a partner — no pitch deck, no obligation. We’ll tell you honestly whether we are the right people to help.

Start a conversation

Or email hello@consultancy.example