Frequently Asked Questions
What kind of business problems do you help with?
I help when something important in the business is stuck, messy or harder than it should be. That might be a project that is drifting, a system implementation that is not landing, a process that keeps breaking, a leadership team struggling to align, or a business change that looks fine on paper but is not working in practice.
Often, the stated problem is not the whole problem. My work is to get underneath the surface, understand what is really happening, and help create a practical way forward.
What kind of consultant are you?
The closest description is business trouble-shooter. My background is in transformation, change, systems, operations and delivery, but I am not there to run a generic change process or produce a stack of consultancy slides.
I work where strategy, people, process, technology, ownership and delivery have become tangled. The aim is to diagnose what is really getting in the way, make the problem visible, and help the business move forward.
How many days are you on site?
It depends on the problem, the people involved and the shape of the work. Some work can be done remotely however, being physically present matters when the work depends on trust, observation, informal conversations and understanding what is happening.
We will agree the right balance of on-site and remote work before anything starts, based on what will be most useful for both sides.
How much do you charge?
My standard day rate is £1,000 + VAT, with the final structure depending on the nature, urgency location and shape of the work.
Some engagements are short diagnostic pieces. Others continue into hands-on delivery or advisory support. After an initial conversation, I will be clear about the recommended approach, likely time commitment and cost before anything is agreed.
Can you help with a transformation or system implementation that is not landing?
Yes. This is often where I can be most useful.
When a transformation or system implementation is not landing, the issue is rarely just training or communication. It may be unclear ownership, poor process design, weak decision-making, overloaded teams, hidden workarounds, low trust, competing priorities or a gap between the system design and how the business actually works.
What happens at the end of an engagement?
The aim is never to leave behind a clever report that quietly dies in a folder. By the end of an engagement, you should have a clearer view of what was really getting in the way, what has been done to address it, and what still needs to happen next.
Depending on the work, that might include a frank assessment, a practical action plan, agreed priorities, clearer ownership, improved decision points, working tools, guides, forums, feedback loops or a roadmap your team can continue using.