Every decision comes back
Experienced people have titles, but the founder remains the approval queue.
When this helps
Busy is no longer enough.
Dates move without a decision
The plan exists, but changes are disconnected from capacity, commitments and clear ownership.
Several versions of reality
Tasks, metrics and agreements live in different places. The shared picture appears only before a meeting.
Scope
An agreed scope with an end.
- A map of the current work and the points where decisions, time and accountability are lost.
- Roles, decision rights and escalation paths for two selected workstreams.
- One working record of commitments, 3-5 useful metrics and a short weekly operating review.
- Implementation with the team, correction of practical friction and handover to a named owner.
How it works
From facts to a working change.
Week 1 · understand
Founder and key-team conversations, available materials, baseline observations and the actual constraint.
Week 2 · agree
Two workstreams, ownership, authority, working records, metrics and explicit completion criteria.
Weeks 3-5 · implement
Run planning and review cycles, then fix what prevents the team from using the new operating setup.
Week 6 · hand over
Check ownership, compare observed metrics and hand over instructions and the next improvement backlog.
Acceptance
Know what the team will keep.
Agreed commitments have an owner and a date; changes are visible; the team has run two consecutive weekly cycles; a named person can continue the process. Where data exists, compare founder coordination time, missed commitments and work in progress with the baseline.
Boundaries
Ownership needs boundaries.
The base project covers two workstreams and an agreed group of key participants. A company-wide reorganisation, ERP replacement, unrestricted people management or round-the-clock availability is a different scope. Demand, product or shareholder problems should not be relabelled as missing procedures.
Relevant experience
I have worked inside the change.
At Black Wing Foundation, I rebuilt the team and planning, removed a project delay and reached operating profit. At Arkadium, I changed the organisation of a ten-person team during the Flash-to-HTML5 transition so three projects could run in parallel. These cases explain the approach; they do not promise the same numbers for another business.
More about the experiencePricing and start
6 weeks · from $6,000 per project
From $6,000 for an agreed six-week project. A separate diagnostic, when needed, is $1,200: up to two weeks, four meetings and material review. Whether it is included in the reset budget is agreed before work begins; the same work is not billed twice.
Before starting, agree the outcome, scope, team involvement, decision rights and acceptance. Calendly books an introduction, not a paid project.
Questions
Will you manage the team?
I can lead implementation and coordination within the agreed mandate. People decisions, budgets and final decision rights are agreed separately with the founder.
When should something be visible?
By the end of week two, the intended output is an agreed change map: workstreams, owners, priorities and checks. Implementation effects are assessed through the following operating cycles.
Do you guarantee cost savings or revenue growth?
No. The commitment is the agreed diagnosis, implementation and handover scope. Economic impact is measured where baseline data exists and also depends on team decisions and execution.
RELATED THINKING
When a business stops growing: identify the constraint before buying a solution