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Six kinds of client work, each shown as the sequence it really runs through: what starts it, what you begin with, where the challenge happens, what you still decide, and what the client receives.
Use client interviews, research and your methodology to develop a strategic diagnosis. Challenge the assumptions, edit the report and choose the recommendation yourself.
Starts when
A client asks for a strategic view of a situation that is still moving — and the question you were engaged on is not quite the question that matters by week three.
Market evidence, options that need stress-testing, and a route you can defend.
Starts when
A client needs to enter a market, launch a proposition or reposition — and wants a recommendation, not a research dump.
Process findings, KPI gaps, a target operating model and a plan that sequences the change.
Starts when
A client’s revenue engine is underperforming and nobody can say precisely where — so the engagement starts as diagnosis and has to end as a plan.
Interviews, workshops and hypotheses that have to stay connected across months.
Starts when
A client is changing how people work, and the engagement runs through interviews, workshops and follow-ups where each session changes what the last one concluded.
A repeatable assessment method, applied to clients whose situations are nothing alike.
Starts when
A client wants to modernise how they operate, and you are asked for a current-state assessment and a credible first 90 days.
Deep domain expertise, applied to a problem that is specific every time.
Starts when
A client engages you for a narrow, high-value domain judgement — regulatory, technical, commercial or operational — where the expertise is yours and the situation is theirs.
