How we deliver
The people who scope the work are the people who deliver it.
No bench behind us. No handover after the sale. Nobody learning the domain at your expense. This page explains what replaces them. [Draft copy]
The leverage model, stated plainly
A consulting firm is priced by its leverage ratio. A partner sells the work. A pyramid of consultants delivers it. The client funds the pyramid, including the part that is learning on the job. That is how the category is built, and for very large programmes it is the only way to staff them.
It stops working when the client is mid-market. The obligation is enterprise-shaped, so the method has to be. The budget is not, so the pyramid cannot be.
Most of the invoice is people learning on your project. Remove that, and what remains is the part you came for.
[Draft copy]
What we do instead
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A founder scopes it, and stays on it
The person in the first meeting is in the last one. Whoever writes the scope has to deliver it.
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AI carries the volume work
Estate analysis, control mapping, documentation, test generation, evidence assembly. The work a junior tier once absorbed, done faster and reviewed by a senior.
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Everything is documented as it happens
Not written up at the end. Evidence written after the fact describes what someone remembers, not what happened.
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We scope fewer engagements than we could sell
Capacity is the real constraint of this model. We would rather decline than staff you thinly. [Draft copy]
Phase 2 asset]
Delivery standards
The table below is the argument. It is specific because a general claim about seniority is worth nothing.
| Global firm | Local generalist | Terra-Tech | |
|---|---|---|---|
| Who scopes | Partner | Owner | A founder |
| Who delivers | Junior pyramid | Owner plus hires | The same founder |
| Enterprise programme exposure | Yes | Rarely | Yes |
| Evidence produced as standard | Yes | Usually not | Yes |
| Priced for | Enterprise | Mid-market | Mid-market |
[Draft copy — table framing to be reviewed against §17.1]
Capacity and continuity
The obvious objection: what happens when everyone is busy, or someone is out. Two answers, both structural.
First, an associate network of seniors we have delivered with before, engaged for a defined scope, never to fill a seat. Second, documentation written during delivery, so continuity does not live in one person's head.
If we cannot put a founder on your work, we say so in the first conversation. Not in month three. [Draft copy]
Handing over the keys
The Academy is not a side business. It is how an engagement ends properly: HRDF-claimable training that leaves the practice with the team that runs it.
A dependency on us is a failure state, not a business model. [Draft copy]
Tell us what you are being asked to prove.
A founder reads what you send before the first call.
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