01 · A decision or a direction
The sparring partner
Regular working sessions, and me reachable between them. For a decision, a deliverable or a roadblock.
Start
Start with what you own.
Start with the diagnosis: what you own, what you rent and what to build next. Four smaller ways in come before it if you want them. Each ends in something you keep, and none asks you to buy the next one.
One rule
Anything that changes how your company runs starts with the diagnosis.
One rule holds throughout. You cannot pick the levers before you understand the system.
Not everything has to. A bounded question, a day of thinking together, a room I design and run: those are real ways to begin, each sized to the question you bring. Every one of them begins with a free first conversation.
How it starts.
01
You write.
A few sentences to hello@oximepartners.com.
02
I reply.
Within two working days, with a couple of questions and some times to talk.
03
The first conversation.
Under an hour on your problem. It costs nothing.
04
You get a note.
One page: the way in that fits, or that I am not your next step. The note is yours to keep.
- What is going on, in a few sentences.
- What you have already tried.
- Who else has to agree before anything changes.
- When it needs to be different.
Five ways in
Expand only if the work earns it.
Each one answers a different depth of change. Wherever your problem sits there is a way in sized to it, and you can stop after any of them.
02 · A decision or a direction
The workshop
One or two days in the room, with a written read-out: a shared picture and a first plan. Your team takes it from there.
03 · A bounded problem
The one problem
A bounded piece of work on one named challenge: how the social team is set up, the direct to consumer approach, the case for a change.
04 · The arc · A new capability
The diagnosis
The full read of your business: where the real levers sit, what to do in what order and what the change is worth.
05 · The arc · A new way of working
The full arc
Bigger work runs in four stages: the diagnosis, the evidence, the blueprint and the build. Each ends in something you keep. You can stop at any gate.
The sparring partner, the workshop and the one problem sit outside the arc. Each is self-contained by design, and sparring can run alongside any stage. How the arc runs →
Built to your scale
One question sets the size of any change: how many people have to agree before anything happens.
Everything else follows from that.
For a global brand.
Hundreds of people have to agree, which is why change on this scale needs a system to carry it. You have watched change programmes arrive with an army and leave with the gains.
- One senior operator inside your teams, doing the work with them
- First-hand knowledge of how big companies change, earned over 25 years inside one
- A system built to keep running after handover, because the alternative is doing all of this again in three years
For a mid-size business.
A handful of people have to agree, so the same change lands in months and costs less to install.
- First-hand knowledge of what scale forces companies to build, and which of it you need
- One diagnosis, one team, one contained test first
- Evidence from your own business within weeks, the proof your leadership believes
What works somewhere else is only a starting point. Whatever your size, I take what made it work and build your version. The logic is the same everywhere. The engagement is built to your context.
Why me
Twenty-five years inside the LEGO Group. Senior judgement, start to finish.
What I bring
I ran what I built: carried the budgets, beat the targets, and handed over systems that still run today.
I have seen this one all the way through.
Six functions in twenty-five years. I know which early moves decide a problem like yours, and you cannot see that from inside your own building.
Built for your company.
The discipline is the same every time. The solution is built for how your company decides and works.
How I work
You get me, and only me.
The person you meet is the person who does the work. I take a handful of engagements at a time, so each gets my full attention.
Starting takes one decision: yours.
The smaller ways in skip procurement. We can be on the real problem within weeks of the first conversation.
I will say the unwelcome thing.
If your problem is smaller than you feared, or sits somewhere you do not control, you will hear it, even when that ends the work.
Write to me
Start where the risk is smallest.
The way in is one email: a few sentences on what is going on, and what you have already tried. The first conversation costs nothing and ends with a note you can act on.
or write to hello@oximepartners.com
