Start with what needs to change.
Every engagement begins with one defined result, a clear timeframe and a decision at the end. We take the next step only when the evidence supports it.
Four ways to start.
Some organisations need a number they can trust. Others need leadership alignment, a process rebuilt or a route forward. We start where the uncertainty is greatest, and with the smallest step that can resolve it.
AI Leadership Experience
Explore · 1 dayOne room, the people who have to carry the change, and a decision written down at the end.
What you get
- A five minute film of the future your own room described, and it is yours to decide what to do with
- Which of the priorities already in your plan are robust across the set, and which are brittle
- A small set of plausible futures for your market, written by the room as stories rather than forecasts
- One early signal each, with a source and a name against it, across people, business and technology
- The strategic conversation this makes necessary, and the meeting of your own where it lands
Boards and management teams that must agree on direction before committing budget.
The workflow baseline
Prove · 3.5 days across 2–3 weeksWe put a real number on one workflow: what it costs today and what can realistically be recovered. The result is a clear go or no-go.
What you get
- The workflow costed in the labour it consumes
- Feasibility on the tooling you already have
- A named owner for the released capacity
- A stated confidence interval, not one clean figure
- A go or no-go that we act on ourselves
Organisations with AI already running and a sponsor who cannot yet say what it returned.
Use case sprint
Realize · 2 to 4 weeks · small cycleOne workflow rebuilt with your people, running in production when we leave.
What you get
- One workflow rebuilt, not advised on
- Your people in the build from day one
- The baseline re-measured after the rebuild
- Handover to a named owner
Teams with one process that visibly costs more than it should.
Roadmap
Across all three routes · 6 to 12 weeksThe path across the three horizons, with ownership assigned and the first cycle already run inside it.
What you get
- The three horizons mapped for your organisation
- One cycle run inside the roadmap, not after it
- Governance that survives our leaving
- A board session your people run, with us in the room
Organisations moving from a stalled initiative to an operating capability.
Not a tour of AI trends, but an argument worth having—and a practical lens people can apply to their own organisation the next day. Tell us who is in the room, what you want them to see differently and when it needs to happen.
Four questions before you invest further.
We examine one workflow from four angles. If a question cannot be answered with confidence, that is useful evidence in itself—and better discovered in days than after a programme.
What does this workflow cost today?
Through six to eight interviews with the people doing the work, we reconstruct where the time goes. You get a credible range, so every decision that follows starts with a number you can defend.
What improvement is within reach?
We test what can be achieved with your existing tools, data and governance. We look for the best version you can run with what is already available before anyone proposes buying something new.
Who will turn the capacity into value?
Before anything is built, we name the person responsible for putting the released capacity to work. Without an owner, freed hours remain theoretical—and so does the return.
Is there enough here to continue?
The baseline ends with a clear go or no-go. If the value is not credible or the conditions are not in place, we say so and stop. That is the reason to test the case with a small step before committing to a large one.
When this works—and when it does not.
The first conversation is a fit check in both directions. If a cycle is the wrong shape for the problem, we would rather say so before either side spends time on a proposal.
This works when
There is AI running somewhere in the organisation and the return has not followed. One accountable sponsor owns the outcome. A real process owner exists for the work that changes. And it can begin from interviews and a screen-share, without waiting on system access.
We say no when
There is nothing working yet to build on, in which case a pilot comes before us. Or nobody will own the freed capacity by name. Or what is wanted is a tool and a licence, which other firms supply better than we do.
How we set the fee
Each step is scoped as a fixed fee for a defined deliverable, with the day count stated. We do not use one standard rate, because the work is not standard, and we make every assumption visible before you decide.
- What sets the scope
- The step you start with, the horizon involved, the number of teams or workflows, the data and systems in play, the governance conditions, and how much of the first cycle H3 needs to run.
- What you see before you decide
- The proposal states the step, the people involved, the outcome and how it is measured, the fee, the assumptions, the decision point, and what sits outside the scope.
- What we agree before work starts
- The start date, the access needed, confidentiality and any procurement requirements. We do not ask a team to begin until those conditions are clear.
Start with the step that fits.
Tell us which workflow is stuck and we will say which step we would start with, and which one we would not. If none of them fits, you will hear that too.