Sales
Where does revenue actually come from, which customers cost more than they bring, and which channels will still carry you in future? Often the first clean analysis alone shows something unexpected.
Service area 3
Strategy Consulting
The discipline with the longest track record. This is where experience from large-scale corporate projects carries most directly — only without the apparatus that usually comes with it.
Slide decks change nothing
Mid-sized companies have mostly had poor experiences with strategy consulting, and the reasons are almost always the same: a team arrives that knows the industry from studies, a document appears with tidy recommendations, and then the team is gone. What remains is a paper nobody acts on, because acting on it was never part of the brief.
We work in the same fields — sales, production, IT and processes — but with a different split: the analysis is short and the support is long. An assessment taking four weeks rarely says more than one taking two; the time saved is better spent on delivery.
And we work with figures. Not because figures are the truth, but because they create common ground. The moment two people in a management team carry different numbers in their heads, every discussion about measures is wasted time.
Fields we work in
Usually several interlock — a sales problem is rarely only a sales problem.
Production and service delivery
Lead times, bottlenecks, waste — and the question of which bottleneck is the real one. It is rarely the most conspicuous.
IT strategy
Which systems will carry the next five years, which are legacy, and in what order do you replace them without halting operations?
Processes
Recording how work actually flows — not how the manual says it does. The difference is the real finding.
Decision-making foundations from data
Turning existing data into figures you can rely on. We have been building such analyses since 2007 — today as a method within consulting, not as a product of its own.
Support through delivery
Regular sessions, open points tracked, presence when there is resistance. The least glamorous building block and the one most undertakings actually hinge on.
How we proceed
From current state to target and then into delivery. The last step is the longest — by design.
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Current state
Reviewing figures, shadowing processes, talking to people at every level. Two to three weeks, not three months.
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Target picture
A target the management genuinely stands behind — not one they politely acknowledge. That is negotiation work, not analysis work.
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Prioritise measures
Every measure with effort, expected effect and dependencies. From that comes an order that holds even when capacity is tight.
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Support delivery
Over months, at a fixed rhythm. We take on no management authority, but we make sure the points do not vanish into day-to-day business.
An hour is usually enough to tell whether it fits.
Describe the situation. If we are not the right people, we will tell you in that conversation — not after the third one.