Results
Did the decision get made, and did the action get done?
Every organisation runs two clocks. A business can score well on the first and still lose millions on the second. We read both.
How long did it take to decide?
Days from the problem landing to someone making the call.
Day 30
How long did it take to get done?
Days from the call to the agreed action being finished.
Day 30
How often did it go upstairs?
How often it got pushed up to someone more senior than it needed.
Day 30
What did it save?
What was done, when, what it cost and what it saves. Signed off by your finance team.
Day 90
We set the starting numbers with your finance team on day one, using your own approval records.
Worked examples
Mergers & acquisitions
The deal closed. The decisions did not.
Whenever the two old teams disagreed, client decisions went up to the integration committee. Proposals sat behind the systems, people and legal work.
The commercial leads got the decision back. Cross-selling moved at the speed the deal had promised.
Private equity
Routine capital still climbing to the board
Everyday capital spending still went to the board for sign-off, long after the bank pressure that caused the rule had gone.
Sign-off moved back to the people who carry the number. The board got its time back for strategy.
Business rescue
Every payment through the practitioner
Every operating payment still went through the practitioner, weeks after the cash plan had been signed off.
Day-to-day payments cleared inside the agreed plan. The practitioner’s time went back to the calls only they can make.
These are real client engagements. Company names are withheld under NDA.
You leave with evidence, not an opinion.
One report for the board: the decision, where you started, what changed, and the answer to all four questions.
What decision is stuck?
You do not need a brief. A short note is enough.