Scope and fee are written down before anything starts, and they do not quietly expand. If your problem is not the one we solve, we will tell you on the first call.
Turning entry level into management
The strong individual contributor who has just been handed people, or is about to be. Often the best technician on the team, now responsible for the others.
A manager whose team knows where they stand, and a written plan their own boss can hold them to.
Scope, length and fee are agreed in writing on the first call, sized to the person and the situation.
Thirty minutes. No obligation either way.
From management to the boardroom
The manager who now leads other managers, sits in rooms they do not control, and is being measured on influence rather than output.
A leader who is trusted with ambiguity, and visibly ready for the seat above them.
Scope, length and fee are agreed in writing on the first call, sized to the person and the situation.
Thirty minutes. No obligation either way.
Architecting organizational legacy
The senior leader whose choices now set the culture rather than the quarter. Usually carrying a function, a region, or the whole business.
A leader whose organisation runs on a stated standard, and a succession picture that is not a single name.
Scope, length and fee are agreed in writing on the first call, sized to the person and the situation.
Thirty minutes. No obligation either way.
Every stage, run as one engagement
Organisations building a bench rather than fixing a seat, and individuals who want the full progression without restarting the relationship three times.
A layer of leaders who were developed deliberately, and the HR structure that keeps the next layer coming.
Scope, length and fee are agreed in writing on the first call, sized to the person and the situation.
Thirty minutes. No obligation either way.
One question, answered properly, by someone who has handled it before. No retainer, no onboarding, no commitment to anything afterwards.
Most calls are about a decision that is already in motion: a termination you want to handle correctly, a policy you are not sure is enforceable, a hire you are about to make, a complaint that has just landed. The cost of getting one of those wrong is not the session fee.
One question, one call, nothing ongoing.
Somewhere between twenty and two hundred people, most organisations discover that HR has been happening by accident. We take it on as a part of the week rather than a full hire, and build the structure that should have gone in two years ago.
Job architecture, levels, titles that mean something, and promotion criteria written down before the next promotion rather than after the argument.
Handbook, policies, onboarding, documentation habits, and the record keeping that makes a difficult decision defensible later.
Hiring process, performance cycles, compensation structure, exits handled properly, and a manager who knows who to call at nine at night.
A retainer for a twenty person firm and a hundred and fifty person firm are not the same work, so we look before we quote. The first call is free, and still thirty minutes.
Both happen. Individuals pay for their own development more often than you would think, usually before a promotion they are chasing. Organisations buy it for a person they have just promoted or are about to. The work is the same, the sponsor conversation is different.
It depends on the person, the stage and whether it is one leader or a group, so we quote after the first call rather than before it. Nobody is asked to commit to anything on that call.
A program engagement is built around roughly twelve weeks, because behaviour change needs live situations to practise on and those arrive weekly. Pace flexes for your calendar. The scope does not quietly expand.
Most sessions are remote, which is why the whole country is in scope. In person work for a leadership team or a cohort is arranged separately.
Yes, and sometimes that is genuinely all that is needed. Say so on the call and we will quote that piece of work rather than sell you a program around it.
No. We know employment practice well enough to tell you when a situation needs an employment attorney, and we will tell you plainly rather than guess.
Describe the person and the situation in a sentence or two. We will tell you which program fits, or that none of them do.