Management consulting
Strategy, operations and technology enablement, one decision at a time. We start from the question, build the answer with you, and stay until the change is running in your business.
Where we help
- Strategy that ends in a decision
- Growth, margin, pricing and where to invest. You get a one-page answer, the numbers behind it, and the assumptions it rests on.
- Operations that match the strategy
- Process, roles and metrics redesigned so the plan shows up in your results, with the cost of getting there stated up front.
- Technology enablement
- Which systems to build, buy or connect, and then the delivery of them. We are a software studio, so what we recommend we can also build.
- Execution support
- A pilot in the field, a weekly review, and a handover your own team can run without us.
From strategy to execution
Three phases, each ending in a decision that is yours. Technology enablement runs underneath all three, so the systems that carry out the plan are designed with it.
- 1
StrategyChoose
- The question
- Where should we play, and what must be true to win?
- Frameworks
- Issue tree · hypotheses · value drivers · value flywheel · three horizons
- You get
- A one-page answer, the numbers behind it, and an assumptions ledger.
Decision gate You decide: go, change or stop.
- 2
OperationsRedesign
- The question
- How should the work flow so the strategy shows up in the numbers?
- Frameworks
- Process map · capability map · RACI · KPI tree
- You get
- A target operating model: process, roles, metrics and the cost of getting there.
Decision gate You approve the pilot and its success measure.
- 3
ExecutionDeliver
- The question
- How do we make it real without stalling the business?
- Frameworks
- 90-day plan · pilots · weekly review · release gates
- You get
- A pilot in the field, the tools built or configured, and a handover your team can run.
Decision gate Roll out only if the pilot meets the measure agreed in Operations.
We build what we recommend. Capability map and build, buy or partner scoring in Strategy. Workflow, system and data design in Operations. Software, integrations and automation shipped as releases in Execution.
Find the loop that compounds
Strong businesses are rarely built on one big idea. A few things feed each other, so every improvement makes the next one cheaper. We map your loop, find its weakest link, and start there.
- Start in the centre. Write the promise your customers come back for, in one line.
- Follow the outer loop. Better value improves the experience. The experience earns referrals and demand. Demand brings partners and capacity, and the resulting scale lowers the cost to serve, which pays for better value.
- Check the inner loop. Partners and capacity widen your range, and a wider range improves the experience again.
- Find the weakest link. Where the loop slows, one improvement pays back the most. That is where we start.
| Link | Field-service company | Software company | Professional-services firm |
|---|---|---|---|
| Lower cost to serve | Fewer repeat visits | Support handled by software | Reusable methods and templates |
| Better value | Faster fixes, fewer surprises | More product for the same fee | Fixed fees instead of open hours |
| Customer experience | Report and invoice on the spot | Fast, reliable, easy to learn | Clear outcomes, regular updates |
| Reach and referrals | Facility managers recommend you | Reviews and integrations | Clients introduce peers |
| Demand | More service contracts | More trials and sign-ups | More enquiries |
| Partners and capacity | More technicians and suppliers | Integration partners | A network of specialists |
| Wider range | More kinds of service | More features and plans | More services under one roof |
How we use it. In Strategy we draw your loop with your own numbers, such as cost per job, repeat-visit rate and referral rate. We rank the links by how far a 10% improvement moves the whole loop, pick one, test one change, and measure it before we scale it.
Technology enablement
A technology choice depends on how the work flows, so we map the work first. Then we decide what to build, buy or partner for, and deliver it in releases that each pass a gate.
Frameworks we use, and when
Each framework answers one kind of question. We use the lightest one that answers yours, and leave you the working in a form your team can reuse.
Issue tree
Use it when The question is big and fuzzy.
You get A structure where branches never overlap and nothing is left out.
StrategyHypothesis first
Use it when Time is short.
You get A candidate answer on day one to prove or kill, instead of a report on day sixty.
StrategyValue drivers and margin bridge
Use it when You need to know which numbers move the result.
You get A ranked list of levers, each with a size and a confidence.
StrategyImpact and effort
Use it when There are more good ideas than capacity.
You get What to do now, what to schedule, and what to drop.
StrategyThree horizons
Use it when Today's business and tomorrow's compete for attention.
You get One plan in which run, grow and explore are each funded.
StrategyCapability map
Use it when You are choosing what technology to build or buy.
You get A heat map of where you are, where you need to be, and the gap.
TechnologyBuild, buy or partner
Use it when A technology decision is on the table.
You get A scored decision with the reasons written down.
TechnologyOperating model and RACI
Use it when A plan needs owners.
You get Who decides, who does, who is told, and the metric each one reports.
Operations
How we pressure-test an answer
Before we recommend anything, we try to prove ourselves wrong with five questions, and we show you where we are still unsure.
- What would have to be true for this to work?
- What is the cheapest way to test that?
- What would change our mind?
- Who has to change what they do, and have they been asked?
- If we are wrong, how hard is it to undo?
How we think
- Answer first
- We open with a hypothesis and try to break it, so you see a candidate answer in the first week instead of a report at the end.
- Structure before data
- An issue tree keeps the work complete and free of overlap before anyone pulls a number, so we do not analyse the wrong thing.
- Say how sure we are
- Every lever has a size and a confidence. Every assumption sits in a ledger you can read, with the cheapest test beside it.
- Small steps you can undo
- Pilots start with a success measure agreed in advance, and a rollout waits for the pilot to meet it. See how we apply the same gates to software releases.
We also work on AI assistants and agents and iOS and Android apps and web apps and automation. Most projects use more than one. See how a project grows.
- v1 An assistant over your documents
- v2 Approved actions in your systems
- v3 The assistant inside your app
- v4 The next model, on the same tests
Common questions
- How is this different from a large consulting firm?
- We are a small team, so the people who scope the work also do it, and we can build the software the plan needs. Fees are fixed per phase, and each phase ends with a decision that is yours.
- What does a first engagement look like?
- A short diagnostic. We write your question in one sentence, build an issue tree, state a first answer to test, and list what we would need to prove it. Then you decide whether to continue.
- Do you only advise, or do you build?
- Both. Technology enablement means we design and build the systems, automations and AI the plan calls for, as the same fixed-price releases we use for web apps and automation.
- Which industries do you work in?
- The examples on this site come from field service, finance operations and software support. We take work where the problem is operational and a technology change is part of the answer.
- How do you price consulting work?
- A fixed fee per phase, agreed after a scoping call. You pay for the next phase only if you choose to continue.
- Is our information kept confidential?
- Yes. We sign a non-disclosure agreement on request, and your data stays in accounts that you own.
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