- 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
Every operation has three constraints
Not thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Walk the floor first
The map you draw from the ERP is not the map the work follows.
Fix in order
Relieving the second constraint before the first buys you nothing.
Every operation has three constraints
Not thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Walk the floor first
The map you draw from the ERP is not the map the work follows.
Fix in order
Relieving the second constraint before the first buys you nothing.
Every operation has three constraints
Not thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Walk the floor first
The map you draw from the ERP is not the map the work follows.
Fix in order
Relieving the second constraint before the first buys you nothing.
Insights
Briefings from the table.
Short pieces on pricing, operations and strategy, written by the partners who did the work.
All insightsAll insights
Method6 minWhy our strategy memos are six pages
A strategy the board cannot read in one sitting is not a strategy. Here is the structure we use.
Eleanor Whitfield12 Sep 2026Read the briefing
Operations5 minEvery operation has three constraints
Not thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Tomasz Nowak29 Aug 2026Read the briefing
Pricing4 minPricing is a policy, not a negotiation
When every deal is a negotiation, the price list is a suggestion. How to take pricing back.
Amara Diallo14 Aug 2026Read the briefing
Insights
Briefings from the table.
Short pieces on pricing, operations and strategy, written by the partners who did the work.
All insightsAll insights- Method6 min
Why our strategy memos are six pages
A strategy the board cannot read in one sitting is not a strategy. Here is the structure we use.
Eleanor Whitfield12 Sep 2026Read the briefing - Operations5 min
Every operation has three constraints
Not thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Tomasz Nowak29 Aug 2026Read the briefing - Pricing4 min
Pricing is a policy, not a negotiation
When every deal is a negotiation, the price list is a suggestion. How to take pricing back.
Amara Diallo14 Aug 2026Read the briefing
Insights
Briefings from the table.
Short pieces on pricing, operations and strategy, written by the partners who did the work.
All insightsAll insights- Method6 min
Why our strategy memos are six pages
A strategy the board cannot read in one sitting is not a strategy. Here is the structure we use.
Eleanor Whitfield12 Sep 2026Read the briefing - Operations5 min
Every operation has three constraints
Not thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Tomasz Nowak29 Aug 2026Read the briefing - Pricing4 min
Pricing is a policy, not a negotiation
When every deal is a negotiation, the price list is a suggestion. How to take pricing back.
Amara Diallo14 Aug 2026Read the briefing