Three hours. Up to eight people who can change the system. One condition named, in writing, before any evidence is gathered.
€6,000 flat · credited in full against a Diagnosis commissioned within 30 days
Everyone agrees the commercial system is straining, a list of things to fix is produced, and the list is longer than the year. Nothing on it is priced, so nothing on it can be ranked, and the one that gets funded is the one whose owner argued best in the room.
This session does the opposite of a list. It ends with one condition named — the thing the room can agree is actually breaking — and an honest read on whether the evidence to price it exists.
It is capped at eight, and at the people who can change roles, handoffs and ownership. Eight can reach agreement on one condition in three hours; fifteen turns the session into a presentation, which is the thing this page argues against. A recommendation nobody in the room can act on is an expensive document.
Every leadership team believes it is aligned on what is wrong until the room says it out loud. Each person names the break they see. The disagreement is the first finding, because a change built on a disagreement gets abandoned.
The symptoms — forecast drift, slow cycles, weak handoffs — are read together rather than treated one at a time, and the room settles on the operating condition underneath them. One, not a list.
What evidence exists, who can grant access to it, and whether a Diagnosis is possible at all. If it is not, the follow-up says so and says why.
You leave with the condition named and the evidence question answered, in writing. Nothing said in the room is a finding — a finding needs the evidence a Diagnosis collects, and the follow-up marks the line between the two.
Commission a Diagnosis within 30 days of the session and the €6,000 is credited in full. That is deliberate: it should cost less to find out whether this work is useful than to commit to it on the strength of a call.
You do not leave with recommendations. You leave with something that stands on its own.
Three hours, up to eight people who can change the system, before any evidence is gathered.
You own: The shape of the problem, in writing.
€6,000flat
Credited in full against a Diagnosis commissioned within 30 days.
Interviews, the operating records you already produce, and your own internal rates.
You own: Five outputs and one decision, not a deck.
€12,000flat
Six to eight weeks from evidence access to the leadership briefing.
Strategy, roles, handoffs, process, data, governance and operating cadence.
You own: The first commercial operating model, and the reasoning the next leader inherits.
€30,000flat
For companies selling successfully without a system anyone could hand over.
The scoped Diagnosis, then implementation of its roadmap inside your own system.
You own: The change implemented, and measured against its own baseline.
€55,000flat
The diagnostic is included in this price rather than added to it.
Recurring diagnosis, implementation support and capability development, cycle after cycle.
You own: Capability built into your own leaders rather than rented.
€7,500per month
Six-month term. A partnership that cannot end has stopped being useful.
Sales execution, commercial leadership, system literacy and cross-functional coordination.
You own: A standard the team can apply without us.
€8,000flat
Applies where the capability gap has already been named.
Every figure is the engagement fee. The full set, with what each one includes, sits on the services and prices page →
A short call establishes whether a workshop is the right entry, or whether the evidence is already there for a Diagnosis.
Discuss the operating problem