Understand the problem before you invest in the fix.
A two-week diagnostic engagement around one business problem. In two weeks, understand what is actually happening, what is driving it, and which paths are worth considering next.
Over two weeks: evidence review → 90-min diagnostic → analysis → Diagnostic Brief → final readout
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Context → Diagnostic → Analysis → Brief → Readout
The 90-minute conversation is one input into the Audit. It is not the Audit.
- Context and evidence. A structured intake and a focused read of what already exists: team and organisational context, the metrics you have, how the relevant processes actually run, documentation, recent decisions. We ask for what relates to the problem, not for everything.
- Diagnostic session, 90 minutes live. We deepen the context, test the assumptions the evidence raised, reconstruct how the system really works, and separate symptoms from possible causes. This is not a standalone advice session.
- Analysis, async. Symptoms against causes, where the primary constraints appear to sit, dependencies, who owns what, risks, and the tensions between structure, people, process and priorities. Including what already works and should be left alone.
- Diagnostic Brief. A written assessment of what we found, where the evidence supports a conclusion and where it only supports a hypothesis.
- Final readout, about 60 minutes live. We walk through the findings, you challenge them, and we talk through the trade-offs and what would realistically have to happen next.
A written view of the problem, and enough clarity to choose.
The Diagnostic Brief is the artefact. It is structured so you can act on it, argue with it, or hand it to someone else.
- Current state. What is happening today, and what evidence supports that view.
- What appears to be driving it. The factors underneath the symptoms and how they relate. Where the evidence is thin, it is named as a hypothesis rather than dressed up as a finding.
- Primary constraints. Where the main limitations appear to sit.
- What is already working. What should be protected rather than disrupted while the problem is addressed.
- Risks and implications. The risks of the current state, and the risk of solving the wrong problem.
- Possible paths. Usually two or three realistic options, with what each would involve, what it could address, the trade-offs, and what would need to be true for it to work.
- Recommended direction. What we would prioritise first, and why.
- What happens next. Sometimes your team is the right group to take it on. Sometimes more evidence is needed. Sometimes it calls for a deeper intervention. The Audit is built to tell you which, not to arrive at a conclusion we chose in advance.
So you know what you are buying.
- Not a 90-minute consulting call. The session is one input. The analysis and the Brief are where most of the work sits.
- Not implementation. The Audit ends with a diagnosis and a set of paths, not with the change built.
- Not a full-company audit. It is scoped to one defined business problem, with one primary sponsor.
- Not a template report. The structure is consistent. The conclusions come from your evidence.
It also does not include a round of stakeholder interviews, team workshops, exhaustive analysis of large datasets, operating-model or org design, a transformation roadmap, ongoing advisory, or delivery after the readout. Those are larger pieces of work, and if the diagnosis points at one of them we will say so.
When the Audit is the right next step, and when it is not.
A good fit
Something is clearly stuck and the cause is not obvious. Leadership can see symptoms across several teams or processes. There are two or three plausible explanations and no agreement on which is right. Acting before understanding the problem would be expensive. You want a structured outside read before choosing a path.
Not a fit
The problem is already well understood and what you need is implementation. You are looking for an open-ended advisory conversation. You want validation for a decision that has already been made. The scope genuinely requires a round of stakeholder interviews or a broader organisational diagnostic.
Founder dependency, execution, growth and transformation are the four situations this most often sits behind. They help you recognise the problem. The Audit is what works out what is actually causing it. See what we solve.
Before you buy.
Why two weeks?
Because the work is not the meeting. Evidence has to be gathered and read, the live session has to happen, and the analysis has to be done properly before anything is written down. Two weeks is the window that lets each of those happen without rushing the part that matters. It is a delivery window, not two weeks of full-time consulting.
Is the 90-minute call the Audit?
No. The 90-minute conversation is one input into the Audit. It is not the Audit. Most of the work happens before and after it.
What information do you need?
Only what is relevant to the problem you bring. Usually some combination of team and organisational context, existing metrics, how the relevant processes run, documentation you already have, and recent decisions connected to the problem. We ask for specific things. It is not an open data room.
Can several people join the diagnostic session?
The Audit is scoped around one primary sponsor. Others can join the session where it genuinely helps reconstruct how the system works. It does not extend to a round of separate stakeholder interviews, which is a different and larger piece of work.
What happens after the Audit?
That depends on what the diagnosis finds. Sometimes your own team is the right group to act on it. Sometimes more evidence is needed before deciding. Sometimes the problem calls for a deeper intervention, which we may be well placed to design or lead. The Audit is built to tell you which of those is true, not to arrive at a predetermined answer.
Is the EUR 1,500 credited toward a future engagement?
No. The Audit is a standalone product. It is priced as a complete piece of work and is not automatically credited against anything that follows.