The work, described honestly.
Most advisory ends when the PDF lands. This starts there — thirty minutes free, two weeks of diagnosis, then a monthly retainer of embedded execution until the team can run the rhythm without me. Usually three to nine months. Sometimes shorter.
FOUR STAGES
Diagnosis, then execution, then out.
Each stage is designed to make the next unnecessary. Nothing lingers because the retainer needs to survive.
01
Discovery Call
You explain what's actually broken; I explain what I'd do about it. If the diagnosis is clear without me, you go do it. If not, we book the sprint.
02
Diagnostic Sprint
Two weeks living inside the business — financials, team conversations, board materials, customer calls. Ends with a three-page synthesis and a prioritised action list the team can argue with on day one.
03
Embedded Execution
Every month I'm inside the operating cadence. Weekly leadership meetings I help run, quarterly OKR mechanics, founder–board interface. Priorities move visibly or they don't — both are information. The retainer rolls until the capability has transferred.
04
Sustainable Exit
When the leadership team can run the rhythm without me, the retainer ends. Delegation frameworks, decision rights, meeting cadences — documented and transferred. Three to nine months is the typical arc, but the exit trigger is capability, not calendar. If it still needs me to work, it isn't done.
WHAT GETS BUILT
Outputs that survive first contact with reality.
By the end of the sprint, six things exist that didn't before. All short, all legible, all meant to be used.
The strategic narrative, in plain English
Priorities
Three, each with an owner, a reason, and a date.
Cadence
One weekly rhythm the leadership team trusts.
Board
Updates that read like leadership, not performance review.
Decisions
A map of who decides what, without the meeting.
Delegation without abdication. The most common reason founder-led companies stall past Series A is that everyone still routes through one person.
“The work should leave the company calmer, faster, and easier to run. If it doesn't, send the invoice back.”
Methodology questions
If everything is loud and nothing is sharp, start here.
A thirty-minute call is usually enough to tell whether the problem is strategic, operational, or just a decision that's been deferred long enough to feel structural.