I ran what I built.
I ran what I built: carried the budgets, beat the targets, and handed over systems that still run today. My advice comes from having been on the hook for the results.
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Start where the
commitment feels right.
Every way in ends with something you keep. None of them asks you to buy the next one.
One rule holds throughout: anything that changes how your company runs starts with the diagnosis. 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, and none of them asks you to commit to reading the whole system first.
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 the way in never commits you to the arc.
01
A decision or a direction
The sparring partner
Senior thinking on demand: a decision, a deliverable, a roadblock. No project attached.
Hours, as needed
02
A decision or a direction
The workshop
A day or two that gets you moving: a shared picture and a first plan. Your team takes it from there.
A day or two
03
A bounded problem
The one problem
A bounded piece of work on a single named challenge: structure the social team, shape the D2C approach, make the case.
A few weeks
04
A new capability
The diagnosis
The full read of your business: where the real levers sit, what to do in what order, and the board case to fund it.
Weeks
05
A new way of working
The full arc
Diagnosis to running system: evidence, blueprint, build. Each stage a clean exit, and nothing continues unless it earns it.
Months, in stages
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.
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 rather than a push. You have watched change programmes arrive with an army and leave with the gains.
- One senior operator inside your teams, with no programme machinery around the work
- First-hand knowledge of how big companies actually 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 rather than years and costs less to install. That is a structural advantage, and most companies your size never use it.
- Best practice sized to your budget and your pace
- One diagnosis, one team, one contained test first
- Evidence from your own business within weeks, the proof your leadership actually believes
Best practice is a starting point. Whatever your size, I take what actually made it work and build your version.
Why me
Twenty-five years inside the LEGO Group. None of the machinery of a big consultancy.
Built for you.
Common problems never get common answers. The discipline is the same every time and the solution is built for your business: your way, your pace, your budget.
You get me, and only me.
No account layers, no juniors learning on your budget, no fees burned on managing the engagement. I take a handful of engagements at a time, so each gets my full attention.
I have seen this one all the way through.
Six functions in twenty-five years means I have watched problems of this shape play out to their end more than once, and I know which of the early moves decide it. That is the part you cannot get from inside your own building.
I will say the unwelcome thing.
There is no account to protect and no next piece of work to angle for, and every stage of this is designed to be stopped. So if the honest read is that your problem is smaller than you feared, or that it sits in a part of the business you do not control, that is what you will hear.
Starting takes one decision: yours.
No procurement round for the smaller ways in, no team to onboard, no ramp-up while somebody learns your business on your budget. We can be working on the real problem within weeks of the first conversation.
The way in is one email. A few sentences on what is going on, and what you have already tried.