- 01Pricing & RevenuePrice architecture, packaging and discount discipline that lifts margin without losing volume.From £48k
- 02OperationsThroughput, cost-to-serve and the handful of bottlenecks that decide both.From £60k
- 03Go-to-MarketSegments, channels and a sales motion that matches how your buyers actually buy.From £55k
- 04Corporate StrategyWhere to play, how to win, and what to stop doing.From £90k
- 05Organisation & TalentStructures, roles and incentives that make the strategy executable.From £45k
- 06Transformation OfficeA programme office that keeps a multi-year change on time and on the numbers.From £30k / month
Harbour Foods+5.8 pts gross marginConsumer goods · Pricing & RevenueRead the case →Fulcrum
Weighing00/06
One memo.One plan.
A diagnostic finds the fulcrum, a sprint moves it, and the plan hands the gain to your team. Twelve weeks, one set of numbers.
- 3 wk
- diagnostic
- 12 wk
- to roll-out
- 1
- weekly steering
One memo.One plan.
A diagnostic finds the fulcrum, a sprint moves it, and the plan hands the gain to your team. Twelve weeks, one set of numbers.
- 3 wk
- diagnostic
- 12 wk
- to roll-out
- 1
- weekly steering
One memo.One plan.
A diagnostic finds the fulcrum, a sprint moves it, and the plan hands the gain to your team. Twelve weeks, one set of numbers.
- 3 wk
- diagnostic
- 12 wk
- to roll-out
- 1
- weekly steering
Approach
Twelve weeks. One roadmap.
Every engagement runs on one plan and one set of numbers. The diagnostic finds the fulcrum, the sprint moves it, and the plan hands the gain to your team.
How we workHow we workDiagnostic
W01 – W03Price ladder
W03 – W06Pilot
W06 – W09Roll-out
W09 – W12Hold the gain
W11 – W12- Data room review
- Twelve interviews
- Value-at-stake model
- Six-page memo
- Three tiers, one ladder
- List price move
- Discount policy
- One segment live
- Sales playbook
- Weekly steering
- Every segment
- Governance in place
- Benefits tracker
- Board pack
- 90-day hold plan
- Handover to your team
Scroll to travel the plan
Approach
Twelve weeks. One roadmap.
Every engagement runs on one plan and one set of numbers. The diagnostic finds the fulcrum, the sprint moves it, and the plan hands the gain to your team.
How we workHow we workDiagnostic
W01 – W03Price ladder
W03 – W06Pilot
W06 – W09Roll-out
W09 – W12Hold the gain
W11 – W12- Data room review
- Twelve interviews
- Value-at-stake model
- Six-page memo
- Three tiers, one ladder
- List price move
- Discount policy
- One segment live
- Sales playbook
- Weekly steering
- Every segment
- Governance in place
- Benefits tracker
- Board pack
- 90-day hold plan
- Handover to your team
Scroll to travel the plan
Approach
Twelve weeks. One roadmap.
Every engagement runs on one plan and one set of numbers. The diagnostic finds the fulcrum, the sprint moves it, and the plan hands the gain to your team.
How we workHow we workDiagnostic
W01 – W03Price ladder
W03 – W06Pilot
W06 – W09Roll-out
W09 – W12Hold the gain
W11 – W12- Data room review
- Twelve interviews
- Value-at-stake model
- Six-page memo
- Three tiers, one ladder
- List price move
- Discount policy
- One segment live
- Sales playbook
- Weekly steering
- Every segment
- Governance in place
- Benefits tracker
- Board pack
- 90-day hold plan
- Handover to your team
Scroll to travel the plan
The thesis
Six pages. One decision.
- To
- The board
- From
- Fulcrum
- Re
- Where the fulcrum is
The thesis
Most strategies fail for a simple reason: they ask an organisation to change everything at once. We look for the one decision that, made well, moves every number after it.
That decision is rarely the obvious one. It sits where the numbers are most sensitive: a price ladder, a bottleneck, a segment nobody has said no to. Finding it is the work.
Then we make it happen with your team, not around them, in weeks rather than quarters. One memo, one plan, one number the board can hold us to.
What we will stop doing
- 01Deal-by-deal approvals
- 02Strategies without a stop-doing list
- 03Programmes with four versions of the truth
- 04Decks longer than the decision
- 05Consultants who leave before it works
The thesis
Six pages. One decision.
- To
- The board
- From
- Fulcrum
- Re
- Where the fulcrum is
The thesis
Most strategies fail for a simple reason: they ask an organisation to change everything at once. We look for the one decision that, made well, moves every number after it.
That decision is rarely the obvious one. It sits where the numbers are most sensitive: a price ladder, a bottleneck, a segment nobody has said no to. Finding it is the work.
Then we make it happen with your team, not around them, in weeks rather than quarters. One memo, one plan, one number the board can hold us to.
What we will stop doing
- 01Deal-by-deal approvals
- 02Strategies without a stop-doing list
- 03Programmes with four versions of the truth
- 04Decks longer than the decision
- 05Consultants who leave before it works
The thesis
Six pages. One decision.
- To
- The board
- From
- Fulcrum
- Re
- Where the fulcrum is
The thesis
Most strategies fail for a simple reason: they ask an organisation to change everything at once. We look for the one decision that, made well, moves every number after it.
That decision is rarely the obvious one. It sits where the numbers are most sensitive: a price ladder, a bottleneck, a segment nobody has said no to. Finding it is the work.
Then we make it happen with your team, not around them, in weeks rather than quarters. One memo, one plan, one number the board can hold us to.
What we will stop doing
- 01Deal-by-deal approvals
- 02Strategies without a stop-doing list
- 03Programmes with four versions of the truth
- 04Decks longer than the decision
- 05Consultants who leave before it works
Impact
Before and after.
We are paid to move numbers, so we publish them. The same measures, before the engagement and at handover, from five recent clients.
ABefore
BAfter
Figures as reported by the client's finance function at the end of the engagement.
Impact
Before and after.
We are paid to move numbers, so we publish them. The same measures, before the engagement and at handover, from five recent clients.
ABefore
BAfter
Figures as reported by the client's finance function at the end of the engagement.
Impact
Before and after.
We are paid to move numbers, so we publish them. The same measures, before the engagement and at handover, from five recent clients.
ABefore
BAfter
Figures as reported by the client's finance function at the end of the engagement.
Appendix A
Questions, answered.
What clients ask before the first call. Anything else, ask us on the call.
Ask a questionAsk a questionAppendix A
Questions, answered.
What clients ask before the first call. Anything else, ask us on the call.
Ask a questionAsk a questionAppendix A
Questions, answered.
What clients ask before the first call. Anything else, ask us on the call.
Ask a questionAsk a questionStart
The first call is a diagnostic.
- Two partners on the call
- A six-page memo in three weeks
- Fixed fee, agreed before we start
Start
The first call is a diagnostic.
- Two partners on the call
- A six-page memo in three weeks
- Fixed fee, agreed before we start
Start
The first call is a diagnostic.
- Two partners on the call
- A six-page memo in three weeks
- Fixed fee, agreed before we start