How we work
For companies that have outgrown how they were set up.
The case
Structure gets decided once. Early, quickly, by people with more urgent things to do. Who owns what, how work moves, what the plan rests on.
Nothing announces the moment it stops fitting. It shows up as things taking longer and decisions bouncing — and looks operational, right up until you look at the structure.
The problem
Two that became sixteen.
Twenty that became a hundred.
The size isn't the problem. The distance is.
What we work on
Business plan and strategy
What the business does, for whom, and on what assumptions. Including which assumption the whole thing rests on and hasn't been tested.
Company structure and roles
How the company is organised as it grows, and which hires genuinely need making first.
Processes and ways of working
Light enough not to slow you down, defined enough to survive the next five joiners.
The work is the thinking and the structure. Where setting up a tool is what makes it hold, we can do that too — usually as a separate arrangement.
The arrangement
Engagements are fee-based. Where it makes sense for both sides, part of the fee can move to a share of what the work produces.
Where a share applies
A share is tied to something specific and measurable, defined in the agreement before work starts — a channel or market opened, a named cost line reduced, an improvement in margin, or revenue growth measured against a documented baseline. Never to general company performance.
How it's bounded
Every share arrangement runs to a fixed end date agreed at the outset, and is capped where appropriate. Baselines are documented before work begins, so what is being measured is not open to argument later.
Terms are written down first. Nothing gets settled retrospectively.
Who we work with
This only works when both sides are carrying something.
Someone who wants to be challenged — available, and willing to have the assumptions questioned. Not advisory from a distance.
Something real underneath — a business that works, and a structure that stopped keeping up with it.
Something carried on your side — a fee component genuinely committed to. Not for the amount, but because an arrangement where only one side has something at stake doesn't hold when it gets difficult.
What we need
Whoever holds the authority to change things has to be engaged as the main enabler — not just aware. Without that backing there is little we can do.
Honest communication throughout, in both directions, including the things most organisations avoid saying.
Continuous improvement embedded — short cycles, real feedback, no vanity metrics.
No frameworks adopted for their own sake. Methods follow the actual need.
No dependency built. Every engagement is designed to make itself less necessary.
No deck, no theatre. Just a sharp look at what is actually getting in your way.
