Offer

Three ways to begin. One written scope.

The practice sells time and attention against a defined operating question. It does not sell a subscription on this website, and it does not quote a fee until the question is clear enough to scope. The three shapes below are the commercial offer.

Nothing on this page is an invoice. Work starts only after you accept a written proposal. The services inside a scope are described on the services page, and the sequence is on the method page.

Range Review

For. An owner or operations lead who needs a clear picture before commissioning a larger change.

Typical duration. Usually completed in two to four weeks, depending on how many operations are in scope.

Included

Interviews with the people who decide and the people who carry the work.
A walk of one live cycle of the operation in scope.
A written operating picture: roles, handoffs, constraint, and decision gaps.
A recommendation of the smallest change worth making, and a list of what should be left alone.

Not included

Implementation of the recommended change.
Software selection or configuration.
Coaching beyond the review conversations themselves.

Your role. You make the people and the live work available. You decide, at the end, whether a build is warranted.

Fee. A fixed fee for the written scope, stated in the proposal before you decide.

You leave with. A Range Review note your managers can act on, and a clear recommendation to build, to wait, or to leave the operation as it is.

Operating system build

For. A firm that already knows the operation needs a shared model and wants it installed with the people who run it.

Typical duration. Usually six to twelve weeks. The proposal states the duration for the parts in scope.

Included

The operating model, process architecture, cadence, capacity view, interface, or readiness work named in the proposal.
Working sessions with the people who will run the routine.
A rehearsal of the management cadence.
Handover of the documents listed for those services.

Not included

Day-to-day management of the operation.
Hiring, contract negotiation, or software implementation.
An open-ended transformation programme.

Your role. Your managers stay in the work. They practise the new routine during the engagement, rather than receiving it at the end.

Fee. A fixed fee for the defined scope, stated in the proposal. Changes to scope are written down before they are added.

You leave with. Routines your own managers have already practised, the documents for the parts in scope, and a short handover note.

Cadence retainer

For. A leadership team that already has operating arrangements and wants an external chair, or a critical reader, for the monthly rhythm.

Typical duration. Agreed month to month. It starts only after a Range Review, a build, or a first look at the current rhythm.

Included

Preparation for the operating review.
Chairing support or coaching of the chair.
A short note of the decisions taken.
A watch on whether each measure is still earning its place.

Not included

A cold start with no prior view of the operation.
Line authority over your staff.
A minimum term beyond the month in progress.

Your role. Your chair, or the person who will become the chair, stays in the room. The practice does not become a substitute operations director.

Fee. A monthly amount stated in the proposal. Either side can stop at the end of a month.

You leave with. A management rhythm that does not depend on the practice being in the room forever.

The difference, in one view

How the three engagements differ
Question	Range Review	Operating system build	Cadence retainer
Typical duration	Two to four weeks	Six to twelve weeks	Month to month
Your role	Open the operation, then decide whether to build	Managers practise the routine during the work	Your chair stays in the room
Fee basis	Fixed fee for the written scope	Fixed fee for the written scope	Monthly amount, stop at the end of a month
Ends with	A note and a recommendation	A practised routine and a handover	A rhythm that can continue without the practice

What the proposal contains

The operating question, in one paragraph.
The scope, and an explicit list of what is outside it.
The duration and the people involved on both sides.
The fee and when it is invoiced. Invoices are not issued by this website.
The access required, including any read-only system access.
Confidentiality.
How either side can stop.

A briefing does not require you to accept a proposal. If the practice is not the right fit, the reply will say so.

Outside every engagement

These items are not added later as a surprise, and they are not available as a separate quiet offer. They are outside the practice.

Payment through this website, a deposit “to hold a place”, or a fee tied to a claimed saving.
Legal, tax, audit, accounting, or recruitment work.
Software licences, implementation, or a recommendation presented as independent when it is not. The practice does not sell software.
Interim management in which the practice becomes the operations director.
Publication of your name, numbers, or a case study.

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