What it is
Geography is not strategy.
Most market expansion projects fail in the same boring way. Someone on the board names a country. Someone in the room agrees. Twelve months later there is a small office, a localized website, and a quarterly P&L that everyone has learned not to look at too closely.
​
Our work begins one step earlier than that. Before we help you enter a market, we help you decide whether the market is worth entering — and what "worth it" even means for your business this year, given everything else you could spend the same dollar on.
​
We work best with companies that have one strong home market and are genuinely undecided about the next one. If you have already signed the lease, we are probably not the right firm. If the lease is still a question, we can help you ask it well.
DELIVERABLE 01
Process map of how value flows
Every step from a customer's first signal to cash in the bank. Where work is done, where it waits, where it leaks, where it gets re-done.
DELIVERABLE 02
Operating rhythm redesign
The set of meetings, reviews and decision points that actually move the business. Most companies have twice as many meetings as they need and half the decisions they should.
DELIVERABLE 03
Cost-to-serve audit
An honest look at which customers, products and channels are paying for themselves and which ones are quietly funded by the rest. Decisions follow.
DELIVERABLE 04
Org and accountability map
Who owns what, who decides what, who is consulted, who is informed. Drawn at the level of decisions, not job titles.
DELIVERABLE 05
Metric set for the leadership team
Five to seven numbers that tell the truth about how the business is running. The rest go in the appendix where they belong.
DELIVERABLE 06
Quarterly health check
For the first year, we run a one-day operating review with your team each quarter. Course-correct early, before the small things become structural.
What is included
What you actually leave with.
Case study
/
Halverson & Co.
Twelve hours of meetings back, every week.
A 180-person professional services firm. The leadership team was in meetings nine hours a day and decisions were getting slower, not faster. We rebuilt their operating rhythm in twelve weeks.
12 hr
Saved per leader, weekly
38%
Faster decisions on big calls
FAQ
A few common questions.
Eight to twelve weeks of active work, then quarterly check-ins for the first year. The bulk of the change actually happens in the first six weeks once the team sees what is possible.
Less than you think. Our discovery is built around shadowing real work, not pulling people into interviews. We expect about three hours per leader, per week, during the active phase.
Rarely. Most operating problems are not tooling problems. When they are, we name a partner who can implement and step out of their way.
Even better. We work alongside them and leave the work in their hands. The goal is to make them stronger, not to replace them.