Company Workshops
Something is not working and nobody can say why.
The numbers might be fine. The meetings happen. Still, people are careful with each other, decisions take longer than they should, and the same conversation keeps coming back in a different costume.
How I work
I start by building the place where it is possible to say the real thing. Nothing useful is said until people believe it is safe to say it, and that has to be built rather than announced.
Then I go to people directly, alongside your staff rather than over them, and I gather what is actually being said. I structure it so that everyone reads it the same way, because most organisations already have the information and simply cannot agree on what it means.
Then I teach your team by doing it with them, so that when I leave the way of working stays.
What changes
You get a clear diagnosis of why the thing is happening, stated plainly enough that your leadership can act on it without translating it first.
You get a structure put in place, and a team who have been taught to keep it going without me. That is the point. I am not trying to become part of your operating cost.
Shapes this takes
Most of it is project based, scoped to one question your organisation needs answered, with a defined start and end. Some of it is advisory, where I stay close to a founder or a leadership team over a longer stretch.
Pricing is scoped to the project and agreed before anything begins. I will tell you what it costs in the first conversation.
Note for Alex: confirm the exact engagement formats and how pricing is stated, and this paragraph becomes specific.
One story, details removed
A CFO was wrong for the role and toxic with it, and everyone could feel the culture bending around that fact. I built the exit slowly and with grace, protecting the people and the culture on the way out rather than staging a removal that the company would have carried for years.
Shared with identifying details removed.