Standing seat • 2 or 3 fixed days a week
A standing seat for one organisation: fixed days a week on a problem queue you feed, with the diagnosis, the prototype and the handover done inside it. Re-scoped every quarter. I never become your dev lead or your interim head of anything.
Built from the £1,250 day rate. The shape is agreed in the first conversation.
Three interconnected changes running as three separate projects with nobody sitting across them. The seat is the person who sits across them.
The constraint is named and the next three are already visible behind it. Rather than re-scoping a sprint each time, the seat works the queue.
Good. So does clause four. Days are how the scope gets delivered; they are not what you are buying. Each cycle sets the cap again.
Standing roles drift into whatever is most legible, which is delivery. Each clause below exists to stop one specific drift. Without them this is just a long contract.
01
Two or three named days a week. Not "up to" a number of hours, and not availability. Availability degrades into on-call, and on-call degrades into whatever is most urgent, which is always delivery.
02
The seat is scoped by problem, not by backlog or project. Each cycle opens with a scoping session that names the problems for that cycle. If the queue runs empty, I pick the problem.
03
Aimed at the problems you have not noticed yet. Written in as a right, not a courtesy, because it is the first thing to die if it is unwritten and the day that usually pays for the rest.
04
I diagnose, prototype, prove the pathway, and hand over with a teaching artefact. Implementation past the proven pathway belongs to your team or a delivery partner. I do not own headcount and I do not permanently run a function.
05
Protects you from an open-ended commitment and me from a seat that has gone stale. Renewal is the default; ending it is a decision either of us can take at the quarter.
06
If the agreed scope consistently needs more days than the seat holds, it steps up by a day at the re-scope. That is your observation about your own queue, and a scope conversation rather than a sales one.
How a seat starts
Week one of any seat is diagnosis regardless, so the AI Rollout Pre-Mortem is the natural opening. Two days, one document, and a first problem queue you can see before you commit to anything standing. If two days is all you needed, that was the engagement.
For occasional days rather than a standing pattern, Advisor on Call is the same rate bought as needed.
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.
Fixed days, a quarterly re-scope, and a break clause both ways. Tell me what is in the queue.
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