Slower than
you'd like.
We're the firm boards call after the first consultant's plan didn't survive contact with the org chart. Twelve people, three continents, no bench of juniors billing your hours.
What we actually do
Three things, mostly. We turn down work that isn't one of them, even when the fee is good.
Where the money goes
Usually into a spreadsheet nobody has opened since the last CFO left. We rebuild it, then spend a week arguing with your finance lead about it.
Talk to us about thisReplacing old systems
Ageing software is rarely the real problem, but it is the visible one. We work out which parts genuinely need replacing and which just need somebody to own them.
Talk to us about thisWho decides what
And who has quietly been deciding it instead. Most reorganizations fail because nobody wrote that second list down first.
Talk to us about thisTwo clients, two very different weeks
We picked these because they went nothing alike. Most engagements don't.
They were certain the problem was the new ERP. It was two people in receiving who had built a parallel system in Excel, and who turned out to be right to.
The merger had already closed when they called. Most of the work went on deciding which of the two accounting teams to keep, which is the question everybody puts off.
A short letter, most months
One partner writes it, about whatever came up in client work that was worth passing on. No ghostwriters, no stock charts.