Business Consulting
Most consulting produces a document. We are interested in the change that follows it, which means starting from the bottleneck rather than the brief.
What this is.
Businesses rarely arrive with a clear problem. They arrive with a symptom — enquiries that go quiet, margin that disappears, a team that is busy without moving anything forward. The work is separating the symptom from the cause before spending money on either.
We look at where money and time actually go, where demand is lost, and which decisions are being made without evidence. Then we design the smallest set of operating changes that move the number you care about, and the measurement that proves whether they worked.
The scope.
Business audit
Where revenue comes from, what it costs to serve, and which activities are genuinely profitable once time is counted.
Demand review
How people find you, where they drop out, and what happens to an enquiry after it arrives.
Operating design
Who does what, in what order, with which tool — written down rather than held in someone's head.
KPI system
A small number of figures that actually change behaviour, reported in a way somebody will read.
Roadmap
Sequenced actions with owners and dates, not a list of recommendations.
Review rhythm
Scheduled check-ins so the plan survives contact with a busy month.
Four phases.
Diagnose
Interviews, numbers and a look at how the work actually runs, rather than how the process document says it does.
Prioritise
One bottleneck at a time, chosen by what it unblocks rather than what is easiest.
Design
The operating change, the tooling if needed, and how success will be measured.
Embed
We stay close enough to see whether it held, and adjust when it did not.
The outcome.
- A clear account of where the business actually makes and loses money
- A prioritised roadmap with owners, sequence and dates
- A reporting habit that survives after we leave
- Fewer decisions made on instinct alone
Before you ask.
How long does an engagement run?
Diagnosis is usually short — a matter of weeks. Whether we stay beyond that depends on whether the changes need building, and we will say plainly if they do not.
Do you work with very small businesses?
Yes. Sole traders and small teams often get the most from it, because the bottleneck is usually one specific thing rather than a structural problem.
Will you tell us something we do not want to hear?
That is generally what you are paying for. A scope or viability problem raised early is a conversation; raised late it is a dispute.
Starting investments are on the pricing page. The figure for your project comes from a written proposal you see before anything begins.