Method
How an engagement actually moves.
Clients usually want to know two things before they write: what will happen, in order, and what will be asked of their own people. This page is that account. The services themselves are described separately, and the commercial shapes are on the offer page.
Why it starts with a Range Review
A single broken handoff is rarely the whole problem. Redesigning it first can hide the constraint, or create a tidy process that the capacity cannot feed. The Range Review looks across roles, promises, and the management conversation before it recommends a change.
The name refers to range in the practical sense: the span of the operation that has to stay coherent, from the promise made to a customer through to the review in which managers change the plan. It is not a software product and not a certification.
You can read the six services inside that span on the services page. A review may recommend only one of them.
The six stages
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01
Briefing
You write, or you say in a meeting, what the operation does and where it sticks. If a date is forcing the question, say so. The practice says whether the work is a fit, which engagement shape is appropriate, and what a proposal would still need to confirm. The briefing is free. It does not create an obligation to continue, on either side.
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02
Range Review
Before a process is redrawn, the review looks across the operation. It uses interviews and one live cycle of the work in scope. It names the constraint, the decision gaps, and the arrangements that are already sound. The product is a Range Review note: the picture, the smallest change worth making, and what should be left alone. Some engagements stop here, which is a valid result.
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03
Written scope
If you want to proceed, the proposal states the operating question, the services in scope, the duration, the people involved, the fee, the access required, and the confidentiality terms. It also states what is outside the work. You decide against that document. The website is not the contract, and it does not take payment.
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04
Design with the people who run the work
The operating model, the process architecture, the capacity view, or the readiness criteria are drafted with the managers who will use them. Wording that sounds right in a workshop and will not be used on a Tuesday is rewritten. The client’s own materials are the test, not a generic example.
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05
Embed the cadence
The weekly or monthly review is rehearsed. Measures that do not change a decision are cut. The chair uses the guide while the practice is still in the room, so the first awkward cycle is not left until after handover. Interface rules, if they are in scope, are tried on a live item of work.
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06
Handover
You receive the documents for the parts in scope and a short note of what was practised, what remains open, and who owns the routine. The practice then steps out. A cadence retainer is available afterwards, month to month, if you want an external chair. It is not required, and it is not the definition of a finished build.
What the practice asks of you
- A named counterpart. One person who can arrange conversations and who will tell the practice when a draft will not survive contact with the week.
- Access to the live work. Time with the people who decide and the people who carry the work, plus the current planning and review materials. Passwords to personal accounts are not required.
- One cycle, observed. A walk of the operation in scope. Where a system screen is necessary to understand a handoff, access is read-only and listed in the proposal.
- English. Briefings and written deliverables are in English. If the operating conversation cannot be held in English, the practice will say so at the briefing.
- Decisions. The firm chooses whether to proceed after the review, and it chooses whether to adopt a routine. The practice recommends. It does not instruct the staff.
What the practice will not take over
- Line management, hiring, or disciplinary decisions.
- Legal, tax, audit, or accounting advice.
- Negotiation of customer or supplier contracts.
- Selection, purchase, or configuration of software.
- A guarantee that revenue, cost, or service level will move by a stated amount.
Those limits are repeated in the disclaimer and in every proposal.
Documents you should expect
The exact set depends on the scope. Across engagements, the firm can expect:
- A Range Review note, when that stage is included.
- The deliverables listed for each service in scope.
- A decision log from the reviews held during the work.
- A handover note naming owners and open items.
Drafts are shared during the work, not only at the end. If a document is not going to be used, it is cut rather than polished.
The commercial container for this sequence is one of the three shapes on the offer page. To start, request a briefing.