Approach
A plan you can act on, then one workflow at a time
The shape is deliberately fixed. It keeps the work short at the start and makes the deliverables easy to hold me to.
The work starts by establishing what you already own and who is actually signing in. Then it talks to the people doing the work, not only the people sponsoring it. From there it drafts the governance position in writing — data handling, disclosure, review, and what you will not do — and hands over a sequenced plan with owners and dates, plus a short readout for your leadership team. Ongoing engagements then ship one workflow at a time, month to month. I run it myself; there is no team behind me and no junior staff on your account.
The stages
How the time is spent
Stage one
What you already own
An inventory of the tools you are paying for and who is signing in. Most companies are surprised by both halves of that answer.
Stage two
Where the work actually is
Interviews with the people doing the work, not just the people sponsoring it. This is where the shortlist comes from.
Stage three
Governance in writing
Data handling, disclosure, review and the things you will not do. Drafted so your counsel can read it and sign it rather than rewrite it.
Stage four
A plan with owners and dates
Sequenced to the team you have, not the team a vendor imagines. Presented to leadership so decisions get made in the room.
Principles
What I will not compromise on
- The plan has to survive contact with month three
- Anything that only works while a consultant is in the building is not a plan.
- Show the reasoning, not just the recommendation
- You should be able to argue with the logic. If you cannot see it, you cannot own it.
- Governance first, so experiments can be fast
- Clear boundaries let people move quickly inside them. Ambiguity is what makes everything slow.
Start with a conversation.
Thirty minutes on what you have already bought, who is using it, and what is actually in the way. If I am not the right person, I will say so.