A direct, confidential first conversation. No presentation required.
We help leaders decide where to compete, how to create value and which initiatives deserve capital, time and attention.
The decisions we address
We clarify the real decision, the value at stake, constraints and viable alternatives. Assumptions and trade-offs become visible before resources are committed.
From evidence to roadmap
We combine stakeholder evidence, economics, capability assessment and risk. The outcome is a prioritised route with owners, dependencies and measurable success criteria.
Execution built into the design
Governance, technology, people and change are designed together. We can stay through mobilisation and delivery, then transfer methods and capability to the organisation.
Delivery
How the engagement works
01 · Evidence
We reconstruct facts, constraints, stakeholders and open decisions.
02 · Options
We compare alternatives, impact, risk and required capabilities.
03 · Mobilisation
We define owners, roadmap, governance and first executable decisions.
04 · Transfer
Methods and tools become part of day-to-day work.
What stays with the client
A documented decision, a governable roadmap, clear accountability and the assets required to continue without dependency on the adviser.
Metodo
How we work on this
Durations are indicative and shift with the size of the organisation. What does not shift is what goes into each phase and what comes out.
01
Framing
1–2 weeks
In: stated objectives, budget and time constraints, decisions already taken and no longer reversible. Out: the real question, which rarely matches the initial one, and the perimeter of what can still be chosen.
02
Evidence base
2–4 weeks
In: profit and loss by line, initiative portfolio, actual internal capabilities, competitive position. Out: a set of facts everyone agrees on before the options are discussed. This is the phase that prevents meetings spent arguing about numbers.
03
Options and trade-offs
2–3 weeks
In: the evidence base. Out: three to five alternatives assessed on cost, time, risk and reversibility, with the assumptions written next to each one instead of left implicit.
04
Decision and mobilisation
1–2 weeks
In: the alternatives. Out: the choice, the name of whoever owns it, what starts the following week and which indicators will show whether it is working.
Deliverable
What the client is left with
Options map
Three to five alternatives compared on cost, time, risk and reversibility. Built for the committee that has to decide, not for the archive.
Business case per alternative
Assumptions made explicit, break-even point, and the list of what must be true for the case to hold. If an assumption fails, you can see immediately which number breaks.
Decision one-pager
A single page leadership can take to the board without rewriting it. Context, alternatives, recommendation, main risks.
First 90 days plan
Named accountability, cross-functional dependencies, and the first review point booked in the calendar before work starts.
Decisioni
The decisions brought to us
These are the questions as the decision-maker puts them, not as we would rephrase them.
Which lines do we keep investing in and which do we stop, now that we can no longer fund them all?
Do we build, buy or partner — and what does getting it wrong cost us in each of the three cases?
Does our operating model support the growth we wrote into the plan, or will that growth break the organisation?
Does this acquisition stand up on the numbers, or only on the story we have told ourselves?
Misura
How we tell whether it worked
Indicators are agreed before we start and reviewed together. None of these is a promise of a result: they are how a result gets measured.
Time to decision
Weeks between kick-off and formal resolution. Read from the minutes, not from how it felt to the people in the room.
Budget actually reallocated
Share of spend moved from stopped initiatives to chosen ones. A decision that moves no money has not been taken.
Assumptions tested
How many of the business case assumptions were put to the test within six months, and how many held.
FAQ
Frequently asked questions
How does an engagement begin?
With a direct conversation and, when useful, a short assessment to clarify the decision, evidence, scope and expected outcome.
What do you deliver?
A decision-ready view and the assets needed to act: options, business case, roadmap, governance, measures and delivery plan as relevant.
Do you support implementation?
Yes. We can lead or assure delivery and transfer capability to internal teams.