Strategic Alignment Check
What the Board says it wants, set against what the company is actually organised to produce. We look at the numbers, the plans, and the work as it happens — not the version written for the pack.
The Review
Two stages. Three weeks. A written view the Board can use.
We start with intent, then test whether the business can actually deliver it. No long diagnostic that sits in a drawer.
The two stages
Practical Delivery Plan
A short list of changes that would close the gap. Prioritised, owned, and small enough to start. We stay on hand in week three so the first moves are made, not just agreed.
Three-week structure
On-site and remote. We agree access and who we speak to before week one starts.
Weeks one and two — diagnostic
On-site and remote work across numbers, systems and the way work actually moves. Written report at the end of week two.
Week three — embedding
We stay on hand. The point is not another slide pack. It is to help the first actions land inside the business.
What you receive
Traffic-lighted findings
Clear marks against the Board’s stated aims. What is sound, what is strained, what will not hold.
A prioritised action list
The few changes that matter first. Owners, sequence and what “done” looks like in plain language.
Hands-on support
Week three is spent in the work with you, not presenting at you. We help set the first steps running.