The usual complaint about consultants is not that the advice was wrong. It is that a folder arrived, everyone agreed with it, and nothing happened afterwards because nobody in the company had the time or the authority to make it happen.
We look at the numbers, the people and how decisions actually get taken — which is rarely how the organisation chart says they do. What comes out is a short document naming the constraint, not a survey of everything that could be improved.
Every action has one name against it and one date. Actions owned by “the team” are actions owned by nobody, and they are the reason most plans quietly expire.
The consultant keeps coming back on a fixed rhythm. Progress gets reviewed against the numbers, and what is not moving gets addressed while there is still time to address it.
Below five, the constraint is almost always the founder’s own time and a diagnosis will tell you what you already know. Above five hundred, there is an internal function for most of this and our value drops.
In between is where the same pattern repeats: a company that grew past the point where one person can hold it in their head, run by someone who is still holding it in their head because no alternative was ever built.
The diagnosis is free and it is genuinely diagnostic. Sometimes it ends with us telling you that you do not need us.
