For referral and delivery partners
You sell the workshop, the build, or the rollout. I find where the client's own organisation will undo it, before you have promised anything. Fixed price, one document, and I leave. You keep the client.
Delivery partners all fail the same way. The work is good. The client's organisation is not ready for it: the output goes to someone who cannot check it, the new step assumes a handoff that still runs the old way, or nobody can say whose name is on it when it is wrong. Delivery underperforms the promise, and the supplier who was in the room gets the blame.
Two days at the front change the odds. They raise the quality of what you scope, they give you something to point at when the client's own verification or decision-making turns out to be the bottleneck, and they are an invoice line on a deal you were already writing.
Every shape has a public fixed price, so you can put it in a proposal without a scoping call and your client can qualify me out without one either.
2 days · £4,500 fixed
The unit built for the front of your proposal. Where the constraint will move when your work ships, and the three things to change before it does. You get the same document the client does.
Read more →90 minutes · £750
The smallest step when a client is not sure they have a problem. Credited in full against the pre-mortem within 30 days.
Read more →Tailored · £16–24k per cohort
Capability built into how their teams already work, when the ask is faster with AI and nothing needs to be wrong first.
Read more →Fixed days a week · standing
For the client who wants me in the building every week on a standing problem queue. The pre-mortem is its natural first two days.
Read more →Referral or resale, agreed once per partner. Either way the client sees one price and one paper.
When you put me in front of your client, you are spending your own reputation. So here is exactly what the two days look like, with no surprises in them:
Before anything
A call with you, not the client. You brief me on the organisation, the rollout, and the personalities. I tell you whether I think two days will help. If not, I say so and your introduction stays clean.
Days 1–2
I talk to four to six of their people across the handoffs your work will touch. Remote by default. Your proposal is not on trial; their operating model is.
Within a week
You and the client get the same written document: where the constraint will move, why, and the three changes that stop it. Plain language, no framework.
Then I leave
You build against it. If the client wants the changes run rather than recommended, that is a separately scoped conversation and their decision. No retainer ambush, no competing for your work.
Sometimes the document says that more technology would make it worse. I write that down when it is true, because a client who trusts the paper trusts the partner who brought it.
Find where the constraint actually sits. Not where the org chart says it should be.
Build the thing that proves the pathway exists. Working software, not a slide.
Get it into live use with your people, on real cases, until it is load-bearing without me in the room.
Every engagement has a defined end. Extension is your choice, never my pitch.
I leave, and it keeps running. If you want a consultant who moves in for eighteen months, I am the wrong person — the whole point is that you don't need me.
Thirty minutes. Tell me what you are selling and to whom. I will tell you whether two days at the front will help.
Start a conversation