4 ways to work together, all running on the same system.
Every decision runs into 2 questions. What is this worth if it works, and can this company execute it. 7 financial levers answer the first: price, volume, direct costs, operating expenses, receivables, payables, and inventory or unbilled work. 7 organizational conditions answer the second: structure, process, resources, information, innovation, training and engagement. I call those SPRIITE.
One system, 3 uses. We use it to develop strategy, to respond to challenges as they arrive, and to build the team's capability by practicing the thinking on real decisions.
The work runs in 4 stages. Understand the business as it operates today, with the financials, conversations across the organization, and the SPRIITE survey. Choose what deserves attention now, with the 1% exercise to show what each financial lever is worth and the evaluation tool to compare initiatives on impact and readiness. Build the ownership, reporting and rhythm that carry those decisions. Run the cadence until the team holds it without me. Coaching for the owner runs across all 4 from kickoff.
What differs below is the shape of the engagement and how much of the seat I hold. The system stays the same. See how the 14 levers fit together.
Strategic Planning & Execution
Strategy breaks down at the handoff. We start with your financials and the conditions your people actually work in, score each initiative on what it moves and whether the company can execute it, then build the ownership and reporting that carry the decisions into the week. You end with a short list of priorities, a named owner for each, and a rhythm the team holds on its own.
Management Consulting
When the same problem keeps coming back, the cause is usually in the conditions around the work. Structure, process, resources, information, innovation, training and engagement set the ceiling on what any team can produce, and most recurring problems trace to one or two of them. I find which, and work with your team on the fix that holds.
Executive Advisory
A sounding board for the owner who carries the final call. Ongoing conversation on strategy, growth, people and succession, with coaching for the leadership team that starts at kickoff. I have been on both sides of a sale and run the integration afterward.
Fractional Executive Services
Sometimes the company needs senior operating capacity in the seat. I work alongside the team in a fractional or embedded capacity, carry real accountability while I am there, and build the structure and the people so the seat stops needing me. Useful through growth, integration, or a leadership transition.
