Insights
Written for owners, not for other consultants.
Short, practical pieces drawn from live engagements. Each one is something we have had to explain more than once, written down properly so it can be useful to somebody we have never met.
01 · All articles
Three pieces, each with something you can act on.
There is no gate and no download form. If a piece is useful, it should be useful on the page. There is a short letter you can join alongside any article, and nothing else is sent to it.
The management pack that actually gets read
Most board packs report the past accurately and the future not at all. Six changes that turn reporting into a decision tool.
Your value proposition is a pricing decision
Why positioning work that never touches the P&L rarely survives a budget review, and how to write one that does.
Is your website data telling you the truth?
A short analytics audit checklist. If three of these are wrong, this year’s acquisition decisions rested on bad numbers.
The ninety-day plan that survives a busy week
Plans are not abandoned. They are displaced, one reasonable decision at a time. How to build a cadence that holds.
What a buyer discounts before price comes up
Concentration, owner dependence, contract quality and margin durability are priced long before a number is discussed.
The handover is where the margin goes
Every department optimises its own step. Nobody owns the joins between them, and that is where the cost sits.
02 · Browse by discipline
Six disciplines, six shelves.
Most of the interesting questions span more than one discipline, so each piece is filed under the one that answers it first.
03 · How often we publish
We publish when we have something worth publishing.
A weekly schedule produces weekly articles. It does not produce weekly insights, and a page of filler undermines the pieces that are genuinely useful sitting next to it.
Each of these came out of a question a client asked that we had to think properly about, roughly six or eight a year. Subscribe alongside any article and you will hear when the next one lands.
Have a question we have not written about?
Ask it. If the answer is short we will send it back to you, and if it turns out to be a question several people are asking it will probably end up on this page.
Send us a question04 · Start the conversation
Tell us what is actually holding the business back.
An introductory consultation is a straightforward conversation about your position and your priorities. No charge, no proposal deck, and no obligation to go further.
- What to expect
- Forty-five minutes with a senior adviser, followed by a short written summary of what we heard.
- What to bring
- Your last set of management accounts, if you have them. If you do not, that is already useful to know.