Six engagements, six industries, one consistent structure: diagnose the real problem, design the fix, build it into the business, and measure what changed.
Every purchase order, hiring decision and customer escalation routed through the founder. Growth had stalled because the founder had become the bottleneck.
The Business MRI™ scored Founder Dependency at 91/100 — among the highest we'd measured — while operational SOPs were largely undocumented.
Redesign the org chart around three department heads with real decision authority, and rebuild core processes as written SOPs.
Twenty weeks of SOP development, weekly leadership reviews, and a phased handover of approval authority from founder to department heads.
The founder now works a four-day week without daily approvals bottlenecking operations.
One flagship store performed well, but every attempt to replicate it in a new location produced inconsistent results and margin erosion.
Success at the flagship depended entirely on tribal knowledge held by two long-tenured staff — nothing was written down or trainable.
Codify the flagship's operating model into a franchise blueprint, training system and royalty structure.
Sixteen weeks building the operations manual, training curriculum, and legal framework for franchise agreements.
The business signed its first cohort of franchise partners within the following year.
A promising product with real customers, but financials and growth metrics scattered across spreadsheets that wouldn't survive investor diligence.
Revenue recognition was inconsistent, churn wasn't tracked cohort-by-cohort, and there was no single source of truth for metrics.
Rebuild the financial model, standardise metric definitions, and construct the investor narrative around defensible numbers.
Ten weeks of financial cleanup, dashboard build and pitch narrative development ahead of a seed extension round.
The founder closed the round with two term sheets to choose between.
New outlet openings were consistently diluting the brand — inconsistent food quality and service standards city to city.
No standardised training program existed; each outlet manager trained staff differently based on personal preference.
Build a central training academy, quality-control checklist system, and a mystery-audit program across all outlets.
Twelve weeks establishing the training curriculum and rolling out the audit system to existing and new outlets.
Customer satisfaction scores converged across all outlets within two quarters.
A consulting firm assumed it needed more clients. It actually needed better pricing — margins were being eroded by scope creep.
Revenue analysis showed 30% of delivered work was unbilled scope expansion, invisible in the firm's own reporting.
Redesign pricing into tiered packages with defined scope boundaries and a formal change-order process.
Eight weeks redesigning pricing, retraining the client-facing team, and rolling out new engagement contracts.
Margin recovered without losing a single existing client relationship.
An early-stage protocol had a working product but a token model that heavily favoured short-term speculation over long-term holders.
Vesting schedules and emission rates created sell pressure that would likely undermine community trust within two years.
Redesign token emission curves, align incentives with usage rather than speculation, and restructure the go-to-market sequence.
Six weeks of tokenomics modelling alongside the founding team's technical and legal advisors.
The revised model was adopted ahead of the public token launch.