You need someone in the seat. We can take it.

The title follows the need, not the other way round. Transformation Lead, Principal Coach, Change Manager, Product Lead, Agile Lead, Scrum Master, Product Owner, delivery lead — or something without a name yet. We take the seat, assess the situation, and mediate where it's needed. If the seat is the right call, we get the house in order and keep going. If not, we tell you, and show you what we'd recommend instead.

Yes — that's most of what we do. A leadership group that needs to see what's actually going on. A team that has the framework and not the thinking. Managers who tell people how instead of what. We work with the people in place, in the room when it matters, and step back as they stop needing us. Responsibility-based is built for exactly this.

If the job is to coach the team in Agile ways, help them become self-organised, and remove the blockers they can't remove themselves — yes. If the job is anything less than that — no. Where we're already coaching the organisation, we take the seat if our time allows, and help you find the right person to hold it long-term — whether that means training someone inside or hiring. Where we're not, we evaluate it first, before any longer commitment.

Then you hear it early. The first weeks in the seat are the assessment — done from inside, while the work continues. We see how decisions are made, where things wait, and who actually holds the problem. If the role we're in isn't the fix, we tell you, we show you what would be, and we plan the transition with you. Sometimes that's a different seat. Sometimes it's not a seat at all. Either way, you find out in week three, not at the end of a contract.

Ask one question: does the seat need a person in it on set days? A Scrum Master seat does. A delivery lead through a critical release does. Those are fixed hours. Everything else — a leadership group that needs coaching, a team that needs someone to own an outcome, a change that needs pushing — is responsibility-based. You're paying for a result, not for presence, and the fee falls as the result lands. If you're not sure, it's almost always responsibility-based.

The fee drops when the work moves from building to holding, and we tell you when that is. Building is context, the read from inside, and the changes that need pushing — usually two to three months, longer if the context takes longer to build. Holding is coaching, checking, and letting go, at €4,500 instead of €8,000. If the work moves to a new team or unit, that's a new mandate and a new building phase — the context has to be built there too. It runs month to month with thirty days' notice either way, and it ends when you don't need it. We'll usually say so before you do.

Yes — retrospectives, planning, problem-solving sessions, Scrum and SAFe events, a leadership workshop offsite. Framework-agnostic: we run the event that fits, not only the one on the certificate. Also the plan for one-off coaching sessions or a follow-up after an engagement has ended. No minimum, no commitment.

Sometimes you should, and if that's the answer we'll say so. But a hire at a senior salary costs the company a third more than the salary once contributions, holiday and equipment are counted, takes three to six months to find, and stays whether or not the problem is solved. We start in weeks, cost less than the loaded salary, and leave when the work is done. If what you need is a permanent person, the best use of us is to hold the seat while you find them — and to help you choose well.

Weeks, not months. A conversation first, so we both know what the seat is. Then a short written agreement — scope, plan, start date. For responsibility-based and fixed hours, we're usually in the room within two to three weeks of that. For consumed hours, whenever the calendar allows. Week one is about being there, not presenting. We watch how work actually moves before we touch anything.