By-project flat fee
A defined scope, deliverables, and timeline for a fixed price agreed up front. Best for diagnostics, reviews, and value-creation plans.
Services
Focused engagements, sized to the decision in front of you.
Four service areas, each drawing on all four lenses. Most clients start with one and expand once the first review pays for itself.
01 · Operations lens
Operations improvement — industrial, energy & manufacturing
A structured diagnostic of how a plant, fleet, or field operation actually runs — throughput, reliability, downtime, safety, quality, and unit cost — followed by a prioritized roadmap you can execute. Equally suited to an owner building value and a buyer standing up operations after a close.
Typical engagements
- Operational diagnostic and improvement roadmap
- Cost-to-serve and unit-economics teardown
- Bottleneck, throughput, and reliability review
- M&A and transaction support — operational assessment
You leave with
- Ranked opportunities with estimated financial impact
- A 90-day and 12-month action plan
- The metrics to watch and who owns each
02 · Value lens
Business efficiency & value generation
Where margin, working capital, and overhead are leaking — and the shortest, lowest-risk path to recovering them. Read the way an investor reads a business: what creates value, what destroys it, and what a buyer or lender will see.
Typical engagements
- Margin and working-capital improvement review
- Overhead and spend rationalization
- Value-creation plan for a hold or an exit
- Second opinion on an internal improvement program
You leave with
- A quantified list of value levers, ranked by effort and payoff
- An operating view and an owner's view reconciled to the same numbers
- A defensible improvement narrative for third parties
03 · Value & organization lenses
Owner, buyer & founder advising, from an investor's perspective
Most of this work has nothing to do with a deal — it's an established business looking to run better and more profitably, on no particular timeline. When there is a deal in the picture, the same investor's-eye read applies: an owner building value before a sale, a buyer standing up operations and systems after a close, or a founder preparing deal terms to raise capital from equity investors. Not a cheerleader — the questions a sharp investor would ask, answered while you still have time to act on them.
Typical engagements
- Ongoing performance & value-improvement engagement — anytime, no deal required
- Pre-sale value-creation & readiness review
- Post-close operational integration & systems setup
- Capital-raise preparation & deal-term support
You leave with
- An honest assessment of strengths, risks, and gaps
- The two or three moves that most change your position
- A sharper story for the investors, buyers, or lenders you need to convince
04 · Process & organization lenses
Organizational process development & efficiency
Turn how the work gets done into documented, owned, and measurable processes — using Lean and Six Sigma discipline — so results hold after the engagement ends and survive turnover.
Typical engagements
- Core-process mapping and redesign
- Standard work, roles, and decision rights
- KPI framework and management operating rhythm
- Six Sigma / DMAIC project coaching for your team
You leave with
- Documented processes with named owners
- A metrics framework and review cadence
- Internal capability to run the next improvement without us
How engagements are structured
Two simple ways to work together.
Retainer
A set monthly commitment for ongoing advising, implementation support, and a standing sounding board. Best once a direction is set and execution is underway.
Engagements are governed by a written agreement, with fees scoped and agreed before any work begins.
A typical arc
Assess, diagnose, plan, support.
-
Assess
A short scoping conversation and a look at the data to confirm a Four Lenses review will earn its keep.
-
Diagnose
Site visits, interviews, and analysis through all four lenses — operations, value, process, organization.
-
Plan
Findings reconciled into one ranked plan: the prize, the effort, the owner, and the sequence.
-
Support
Optional retainer to help execute, coach the team, and hold the operating rhythm in place.
Not sure which engagement fits?
Describe the operation and the decision. We'll point you to the right starting place — or tell you honestly if now isn't the time.