What I won't do
I won't recommend a reorg before I understand who actually does the work. I won't hand you a roadmap I haven't tested against your codebase. And I won't blend the diagnostic with the recommendation just to move faster.
01
How I work
What actually happens in a first engagement
No proposal deck, no discovery workshop. Here's the sequence, in order, so you know what you're agreeing to before you agree to it.
1
Discovery call
A direct conversation about where things stand and what's actually at stake. No slides, no pitch. This call carries no obligation on either side.
2
Current-state assessment
I write down what you have today, the systems, the decisions, the assumptions, as found rather than as expected. I sit down with whoever has been carrying this internally; they know where the bodies are buried, and I build on that knowledge instead of replacing it.
3
Gap analysis
I name, in plain terms, where you are against where a well-run version of the business would be. This is a separate step from what comes next, not a blend of the two.
4
Findings and recommendations
Ranked by consequence, not by what's easiest to say. This is where the diagnostic turns into a call, and it only happens after the read is done, never before.
5
Roadmap
A sequence that respects what the organization can actually absorb, not a wish list. Each phase is agreed before it begins, and a change in scope is a conversation, not a surprise.
6
Leadership readout
Presented directly, in one sitting, live. Not a document that gets filed. The decision stays yours, and you make it with the full picture in front of you.
How the terms work
Scope is defined in writing before work starts. Progress is visible as it happens, not only at the end. Nothing up front, invoiced at agreed milestones. No retainer, no surprise at close.