Method overmethodology.
Consulting frameworks are easy to sell and hard to use. Ours is deliberately plain: establish the facts, put costed options on the table, execute alongside you, then hand over something your team can run without us.
- Phases
- Four
- Scope
- Fixed
- Deliverables
- Written
- Ending
- Defined
- 01Weeks 1–2
Diagnose
We establish the facts before forming an opinion. Interviews across the organisation, a hard look at the numbers, and a review of the structures and systems already in place. The output is a written diagnosis of what is actually constraining the business — which is frequently not what the brief described.
Outputs
- Findings memorandum
- Baseline economics
- Constraint map
- 02Weeks 3–5
Design
Options, not a single recommendation. Each route is costed, sequenced and stress-tested against the downside, so the decision belongs to you and is made with the trade-offs visible. We state our recommendation plainly and the conditions under which we would change it.
Outputs
- Option set with economics
- Risk assessment
- Recommendation
- 03Weeks 6+
Deploy
Strategy that stops at the deck is not worth commissioning. We work alongside your team through execution — coordinating counsel, accountants and vendors, chairing the working sessions, and holding the plan to its milestones as reality intervenes.
Outputs
- Execution plan
- Workstream governance
- Milestone tracking
- 04Ongoing
Sustain
We hand over something your team can run without us: documented processes, named owners, a reporting cadence and the metrics that show whether the change held. Where it is useful, we stay available on a defined retainer rather than an open-ended one.
Outputs
- Operating handbook
- KPI dashboard
- Review cadence
Commitments we hold ourselves to.
- 01
Evidence before advice
We do not bring a template to your business. Every recommendation traces back to something we measured, read or verified, and we tell you how confident we are in it.
- 02
One team, one accountability
The people who win the work do the work. No handover to a junior bench once the engagement is signed.
- 03
Local knowledge, global structure
Cross-border decisions need both. We pair jurisdiction-specific counsel and accountants with a structure designed for the whole group.
- 04
Plain language
If a recommendation cannot be explained to your board in a paragraph, it is not finished. We write to be understood, not to look sophisticated.
- 05
Built to be handed over
Our aim is a client who no longer needs us for the thing we were hired to fix. Dependency is a failure mode, not a business model.
- 06
Discretion as default
Structuring, restructuring and expansion are sensitive. Client information stays confidential, and we do not trade on names.
Work we turn down.
Being clear about this early saves everyone time, and it is a reasonable proxy for how a firm will behave once the engagement is underway.
- 01
Work where the conclusion has already been decided and an advisor is wanted to endorse it.
- 02
Open-ended hourly engagements with no defined scope or end date.
- 03
Situations that need a licensed lawyer or accountant rather than an advisor — we will refer you.
- 04
Any structure whose purpose is to obscure ownership or evade an obligation.
Before you get in touch.
Owner-managed businesses through mid-market groups, typically with cross-border operations or a credible plan to build them. The common factor is a decision that carries real consequences — an entity structure, a market entry, a restructuring — rather than a fixed revenue threshold.