There are four stages. We start with a free 45-minute scoping conversation to work out whether this is the right fit for your business. If it is, you complete a short self-assessment, around 15 minutes, and I send an anonymous survey directly to your team. We then sit down for a structured conversation of 90 minutes to two hours, working through the four drivers of performance: Purpose, Architecture, Capability and Execution. I analyse everything, score your business, and we meet for a 90-minute session where I take you through the findings and we finalise your 90-day plan together.

As soon as you have had the scoping conversation and decided to go ahead. Surveys go out within a day or two of confirming. Most businesses are properly under way within a week of that first call.

All I need from you beforehand is a list of who is completing the team survey and a rough picture of how the business is structured.

Three to four weeks from confirmation to delivery. The surveys and the interview happen in the first week, I take roughly a week to analyse the data and write your report, and we meet in week three or four to go through it. From there the 90-day plan is yours to run.

Around four hours in total. Fifteen minutes for your self-assessment, up to two hours for the interview, and 90 minutes for the delivery session. Your team spend 10 to 15 minutes each on the survey. That is genuinely it. This is deliberately built to give you a proper diagnosis without taking you out of your business for weeks.

No. If you do not have one, that is useful information in itself. The diagnostic looks at where your business actually is, not where a document says it should be. Plenty of good businesses have grown well past the plan they started with, or never wrote one at all. Bring the business as it is, not as you think it should look.

Yes. You do not need to know any frameworks, have run a strategy day, or have worked with a consultant before. What you need is a business that has been operating long enough to have real patterns in it, and a willingness to look honestly at what is going on. I bring the structure and the method. You bring the honesty.

Three things.

1. A scored alignment profile showing how your business rates across the four performance drivers, out of 120, with a comparison of your scores alongside your team’s.

2. A Performance Alignment Report that sets out, driver by driver, what is working, where performance is being limited, where you and your team see things differently, and why that matters.

3. And a 90-day Performance Alignment Plan with eight to twelve specific, prioritised, time-bound actions sequenced across the first 30, 60 and 90 days.

You get clarity and your plan in week three or four.

That's yours, ready to implement straight away. The first 30 days of the plan are foundations, things you can act on straight away, and most owners notice something shift in the first month simply because they stop spending energy on the wrong problem. A measurable change in performance usually shows across the full 90 days. That said, I've had clients who've had light bulb moments in the initial deep dive that have implemented in results, before even receiving their 90-day plan.

Two ways. Most consultants arrive with a solution already in mind, a sales process, a restructure, a strategy offsite, and then look for the problem that fits it. I do not start with an assumption about what is wrong. I measure all four drivers and let the evidence show where your business is losing performance. It is a diagnosis before a prescription.

The second difference is that I look at the business and the leader together. I spent years in senior corporate roles across sales, operations and general management, I am a CPA, and I am accredited in Hogan and DISC - human behaviour tools. Most people who can read your numbers cannot read your team, and most people who can read your team have never carried a budget. I do both, and I tell you plainly what I find so things can change.

No. This is not a coaching program and there is no contract committing you to a set period. It is a single, defined piece of work with a start, a finish and a one-time fee. Nothing renews, nothing rolls over, and nobody chases you.

It is a one-time fixed fee, agreed in writing before any work begins. There are no hourly rates, no monthly retainer and no lock-in. The fee depends on the size of your business and your team, so we confirm it during the scoping conversation, before you commit to anything. That conversation is free and carries no obligation.

The team survey is central to the process, and it is what makes the diagnosis so powerful. You people know so much about the business and have answers regarding how the business is really performing, including alignment, bottlenecks and opportunities. The team survey is completely anonymous, and the responses come to me, not to you. You receive themes and patterns, never individual answers, and I do not collect anything that could identify who said what.

You may well be right. If you are, you will finish with evidence for it rather than a hunch, which makes it far easier to get your team behind fixing it. But the gap between what an owner believes is happening and what their team actually experiences is one of the most consistent findings in this work. That gap is often the most valuable page in the report.

It may be, and if it is, then at least you will know and what to do about it. I will name it directly rather than talk around it, and that is usually the point at which things start to move. Most owners find this the least comfortable and the most useful part of the process. It is not a judgement. How a business performs and how its leader operates are always connected.

You do. The 90-day plan is written so you and your team can run it, with actions assigned, sequenced and time-bound. It is your plan and your business. Plenty of owners take the plan and run it themselves, however, if, once you have the report and you decide you would like support putting it into practice, we can talk about what that might look like. There is no expectation and no obligation. The review findings and plan are often all that's needed.