Different starting conditions. One commercial system.
Five services, one architecture. Build begins with discovery when no repeatable system exists. Diagnosis measures dysfunction in an existing system. Operation executes the resulting intervention, Partnership sustains the operating change, and Training develops a defined capability.
Which of these sounds like you?
Start with the sentence closest to your situation. The first call confirms the fit before anything is scoped.
"I do not have a system yet, I need one built."
There is no territory logic, qualification standard, or credible CRM structure, only what grew by accident. Build creates the first system before there is anything to measure.
"I need a number before I commit to anything."
You can feel the drag but cannot price it, and nobody will fund a problem with no figure. Diagnosis ends with a defensible euro number and a standalone roadmap.
"I know it is broken. I need someone to fix it."
Operation includes the full Diagnosis, then executes its roadmap inside your system. One accountable practice stays until the fix holds, rather than stopping at the report.
"I need long-term commercial ownership."
The system keeps changing as you grow. Partnership runs diagnosis, execution, and capability building continuously for teams that need lasting ownership.
The three core services nest inside each other.
Diagnosis, Operation, and Partnership are three depths of the same engagement, not three separate products competing for the same budget, and you are never charged twice for the same work. Build comes before this ladder and Training sits alongside it, so neither is shown as a step here.
Diagnosis: the measurement. Sold on its own.
Operation: the measurement plus the execution. The diagnostic fee is included, not added.
Partnership: the measurement, the execution, and the capability building, running continuously.
You never pay for the diagnostic twice.
Training: capability development inside Partnership or as a standalone service when the gap is already known. It does not require entering the core ladder.
Build: the service before the ladder. It creates the first commercial system, then lets it run long enough to produce a pattern that Diagnosis can read.
What each one includes.
| Diagnosis | Operation | Partnership | |
|---|---|---|---|
| Hidden-cost diagnostic across six dysfunction families | Included | Included | Included |
| Euro-denominated cost map and prioritised roadmap | Included | Included | Included |
| Direct execution of the roadmap inside your system | Not included | Included | Included |
| Accountability for the outcome, not just the report | Not included | Included | Included |
| Leadership training, coaching, and quarterly governance | Not included | Not included | Included |
Duration and scope are agreed in the first call. A diagnostic typically runs six to eight weeks depending on scope and how quickly data access is granted.
Build and Training.
Build
For companies with no system yet to diagnose. It runs before the ladder, not inside it, because Partnership assumes a system worth running continuously. Build creates the operating foundation that later services can measure and improve.
Training
MEDDPICC-grounded sales, GTM, and leadership training. It is included inside Partnership, and available on its own where the capability gap is already known. Where it is not yet known, training tends to solve the wrong problem, so a diagnostic comes first.
Three things that do not change.
Evidence before recommendation
Nothing is proposed before it is measured. If the diagnostic does not find a loss worth acting on, that is the finding, and you will hear it plainly.
One pair of hands
The person who reads your system is the person who rebuilds it. Nothing is handed to a delivery team that was not in the room when the problem was found.
A number your CFO can defend
Every figure produced comes from a defined model applied to your own data. If it cannot survive a finance review, it does not go in the report.
Before you choose.
Can I buy the Diagnosis without committing to anything else?
If I continue into Operation, do I pay for the diagnostic twice?
What if the diagnostic does not find much?
Do you work with companies outside Spain?
Three ways to keep going.
Test it on your own system
Ten questions, two minutes. A first read on where the strain is sitting, free and instant. It gives the first conversation a sharper starting point.
Read the method underneath
Where the socio-economic approach comes from, and how a diagnosis becomes a change that holds. It shows why the order matters.
Talk it through
Thirty minutes, no deck and no pitch. A written summary either way, whether or not we work together. You leave with a clear next step.
The right service is the one that matches what you already suspect.
One call, 30 minutes. We will review what is working, what is stalling, and where the cost is actually sitting. You will leave with a concrete next step, whether that is Kihon Labs or not.
Book a diagnostic call