Each service below is shaped for technical mid-market firms that need senior consultants embedded in the operating layer. Engage one in isolation, or combine them into a full operating-model build.
Board-approved strategy is rewritten into operating moves the leadership team can actually execute on quarter by quarter. We pull out the bets that matter, sequence them, name owners, and write the decision rules the team will use when reality starts breaking the plan. Most strategy work fails because nobody translates it into how the week runs. This is that work.
We design and install the weekly, monthly and quarterly rhythm that runs the business. Leadership team meetings, program reviews, performance check-ins, and the metric tree that drives them. The output is not a document. The output is a cadence that runs without us, with named owners, and instrumented so the leadership team can see drift the week it happens.
An independent senior read on the program portfolio: cost, schedule, technical risk, and execution risk. Where the executive team needs an outside read on which programs are recoverable, which need to be re-baselined, and which should be killed. Output is a portfolio decision pack and, where wanted, the install plan to follow it through.
Sharpening how the executive team makes decisions, holds each other accountable, and runs the operating rhythm. Built specifically for technical leadership teams that are strong individually and uneven as a unit. Charter, decision rights, accountability standards, 1:1 cadence. The work that turns five capable individuals into a team that can run the business at the next scale.
Stand up the function the next stage of the business actually needs. Program management office, engineering operations, supply-chain risk, contracts and proposals, integration management. We design the function, recruit or appoint the lead, install the process, and hand it back instrumented. The build is sized to the company you are becoming, not the one you were.
Our engagements run the same way every time. The discipline is what lets us deliver with senior-only teams without losing rigor, and what makes the work hand back cleanly.
One full day on-site per week during install. We sit in the leadership team meeting, the relevant program reviews, and the working sessions where the new cadence is rehearsed.
The accountable partner runs a bi-weekly steering session with the CEO or sponsor. Short agenda, written notes, decisions logged, blockers escalated.
Each quarter we run a structured review of what has been installed: cadence, metric tree, decision rights. Drift gets surfaced, re-trained, and the operating rhythm is recalibrated.
Every engagement ends with a written hand-off pack: installed processes, named internal owners, metric definitions, and the decision rules the team will use after we leave.
For the recurring 1:1, weekly check-in and quarterly review cadence we install, our partner HeyRamp's performance platform handles the structured workflow we install during every engagement. We do not resell software; HeyRamp is a partner tool we integrate into engagements because it solves a specific gap in the operating rhythm, and it leaves a clean audit trail of decisions, check-ins and follow-through after we are gone.
Three situations come up often enough to be worth naming. Each one combines several of the practice areas above into a coherent engagement shape.
A defense or aerospace contract win that doubles or triples the operating footprint. We translate the program into an operating reality the company can actually run: PMO build, hiring sequencing, supplier integration, and the operating cadence to manage it under earned-value reporting.
Engineering and operations functions that have grown by accretion and now slow the company down. We re-design the structure around how the work actually flows, install the new operating rhythm, and rebuild decision rights so the leadership layer is no longer a bottleneck.
A capable executive team that is operating below the sum of its members. Team charter, decision rights, accountability standards, and the 1:1 and review cadence to hold them. Usually paired with operating-rhythm work so the new accountability has somewhere to live.
Diagnostic first. Always. From there we move into the format that matches the work.
Fixed-fee read of strategy, operating model, programs and leadership team. Output is a written brief: what we would do, what we would not, and what the honest first step is.
Embedded delivery. Senior consultants two to four days per week. Diagnose, design, install, hand-off, with a defined scope and a milestone schedule. The standard shape of our work.
Light-touch follow-through. Quarterly working sessions with the leadership team, a standing review of the operating rhythm, and senior advisory on call when it earns its keep.