Questions
Five, and the last one is the one that decides it.
- How long does an engagement run?
- Two weeks for an operations review, four for a process rebuild, and interim cover runs as long as the gap does — usually three to five months. About half of reviews end at week two with a list you go and do yourselves, which is a good outcome and one I would rather have than a long engagement nobody needed.
- What do I actually get at the end?
- Something written that works without me. A map of how work really moves, a rebuilt process with the forms and checklists made rather than specified, a job description built from observed work. Each week has a named artefact against it before the week starts, and they are all listed on the engagements page.
- Do you work remotely?
- Partly, and not at the start. Week one is on site, because the whole method is watching work happen rather than being told about it, and that does not survive a video call. After that a mix works fine and most engagements settle into two days on site a week.
- What do you not do?
- Redundancy programmes, work where the answer has already been decided, software selection, companies under about ten people, and board advisory. The reasons are all on the page about it. Saying no in public is the only version of it worth anything.
- What happens if we stop after two weeks?
- You keep everything. The map, the ranked list of problems, and the three marked as worth doing first are yours and they work without me. There is no clawback and no attempt to convert you — a good two-week engagement that ends is a better advertisement than a bad four-month one that does not.
No client is named anywhere on this site and no result is quantified on it, because neither could be verified by you.