Four ways to structure the work
These are engagement formats to discuss, not fixed packages. Deliverables, availability, duration, and fees are confirmed in a proposal.
Business assessment
Useful when the causes of a problem are unclear. Review available evidence, speak with the people involved, and identify priorities. An agreed output may include a diagnostic summary, evidence gaps, and a prioritised improvement plan.
Focused consulting project
Useful when a specific outcome needs a defined piece of work: a sales process, an operating procedure, or role clarity. Agree the deliverable, its owner, acceptance criteria, dependencies, and handover before starting.
Ongoing advisory
Useful when leaders need a regular forum to review decisions and progress. Agree the review cadence, information to prepare, issues in scope, and access between reviews. Advisory does not automatically include day-to-day execution.
Business coaching
Useful when the leader needs to change how they decide, delegate, communicate, or follow through. Define development goals and practical commitments. The owner remains responsible for business decisions and actions.
What a clear proposal should contain
Use the proposal to establish a shared understanding of the work, including what is outside it.
- The business problem, desired outcome, and evidence available at the start.
- Deliverables and acceptance criteria: what will be produced and how you will review it.
- Responsibilities for the advisor, business sponsor, and team members.
- Milestones, meeting cadence, data access, and dependencies that affect the schedule.
- Fees, applicable charges, payment milestones, and any third-party costs.
- Confidentiality, ownership of materials, cancellation terms, and the process for changing scope.
How scope shapes the fee
A business assessment and an implementation programme require different levels of work. A meaningful estimate needs a conversation about the scope; this page does not publish a rate card.
Breadth & complexity
The number of functions, locations, stakeholders, and processes involved affects the effort needed to understand and address a problem.
Depth of involvement
Recommendations, document creation, team training, and hands-on rollout are different responsibilities. Clarify which are included.
Information & readiness
Incomplete records, data clean-up, and limited team availability can change the work required. Identify these dependencies early.
Cadence & expenses
Agree the frequency of sessions, onsite requirements, travel, software costs, and follow-up support. Ask for these to be explicit in the proposal.
Prepare for the first conversation
You do not need a polished presentation. A clear account of your situation is more useful.
- Describe your business, customers, team size, and current stage.
- Choose one or two challenges and explain what you have already tried.
- Identify the people who will sponsor and implement the work.
- Bring your questions about scope, budget, timing, and success measures. Share sensitive documents only after agreeing how they will be handled.
