Working Together
The Alignment Reset™ is not a consulting programme you buy and receive. It is a process you go through with your leadership team — and come out of with a clearer system, a specific fix, and the capability to sustain it.
Who this is for
You have 200+ employees and a leadership team of six or more
You operate across multiple geographies, functions, or business units.
Growth is taking more effort to sustain than it did two years ago.
You suspect the problem is structural — not a people problem.
You want a fix that holds — not a programme that requires constant pushing.
You are ready to look at root cause, not just treat the symptoms.
What the engagement looks like.
The Friction Point conversation (30 minutes)
A focused conversation to identify which of the three basepoints is most likely compensating in your business, put a rough number on what it is costing, and determine whether the pilot is the right next step. No preparation needed. No commitment required.
The diagnostic pilot (4–8 weeks)
A contained engagement in a defined part of the business. Four discovery lenses. Convergence analysis. Basepoint identification. Economic quantification. Two to three structural change recommendations. One stabilisation intervention tested.
Stabilisation (timeline depends on basepoint)
Targeted structural work on the identified basepoint. Working hand-in-glove with your leadership team. The plan becomes yours. The capability stays with you.
Structural roadmap
A clear roadmap for the full reset — sequenced by basepoint priority, with quantified economic impact at each stage. Built collaboratively with your leadership team, not delivered as a slide deck.
Who this is for
You have 200+ employees and a leadership team of six or more
You operate across multiple geographies, functions, or business units.
Growth is taking more effort to sustain than it did two years ago.
You suspect the problem is structural — not a people problem.
You want a fix that holds — not a programme that requires constant pushing.
You are ready to look at root cause, not just treat the symptoms.
Growth is taking more effort to sustain than it did two years ago.
You operate across multiple geographies, functions, or business units.
You suspect the problem is structural - not a people problem.
You wrote a fix that holds - not a programme that requires constant pushing.
You are ready to look at root cause, not just treat the symptoms.
How I work.
Senior, always.
No junior associates. No slide deck handovers. I am in the room for every session. This is not a delivery model — it is a philosophical commitment to the quality of the work.
The plan becomes yours.
I do not deliver a strategy and leave. I work hand-in-glove with your leadership team so the plan, the capability, and the confidence to execute it are theirs. You do not become dependent on me. You become more capable.
Root cause, not symptom relief.
I will not take an engagement where the brief is to treat symptoms without permission to explore root cause. The discomfort of looking at structure is where the value is created.
Economic language, not consulting language.
Every diagnosis comes with a number. What is the friction costing in coordination time, delayed revenue, and margin erosion? If we cannot put a number on it, we have not found it yet.
The plan becomes yours
I do not deliver a strategy and leave, I work hand-in-glove with your leadership team so the plan, the capability, and the confidence to execute it are theirs. You do not become dependent on me. You become more capable.
Root cause, not simple relief
I will not take an engagement where the brief is to treat symptoms without permission to explore root cause. The discomfort of looking at structure is where the value is created.
Economic language, not consulting language.
Every diagnosis comes with a number. What is the friction costing in coordination time, delayed revenue, and margin erosion? If we cannot put a number on it, we have not found it yet.
How I work.
Senior, always.
No junior associates. No slide deck handovers. I am in the room for every session. This is not a delivery model — it is a philosophical commitment to the quality of the work.
The plan becomes yours.
I do not deliver a strategy and leave. I work hand-in-glove with your leadership team so the plan, the capability, and the confidence to execute it are theirs. You do not become dependent on me. You become more capable.
Root cause, not symptom relief.
I will not take an engagement where the brief is to treat symptoms without permission to explore root cause. The discomfort of looking at structure is where the value is created.
Economic language, not consulting language.
Every diagnosis comes with a number. What is the friction costing in coordination time, delayed revenue, and margin erosion? If we cannot put a number on it, we have not found it yet.
Senior, always.
No junior associates. No slide deck handovers. I am in the room for every session. This is not a delivery model — it is a philosophical commitment to the quality of the work.
The diagnostic pilot runs four to eight weeks depending on the scope and access to the leadership team. The stabilisation phase that follows depends entirely on which basepoint is identified and how embedded the instability is. Some organisations see structural shift within three months. Complex, multi-unit transformations typically run twelve to eighteen months.
Almost always yes. The Alignment Reset™ is not a strategy process — it is a system diagnostic. Most organisations with a stalling growth momentum already have a strategy. What they do not have is a system that converts that strategy into consistent execution. That is what we fix.
Change management works on people and process adoption. The Alignment Reset™ works on the structural root cause that is making change hard in the first place. We fix the system that change management is trying to work around.
Always the full leadership team. A structural fix that does not involve the people responsible for the structure does not hold. If the engagement cannot access the full leadership team, it is not the right engagement.
The diagnostic pilot is priced as a fixed-scope engagement. The stabilisation phase that follows is scoped based on the pilot findings. Investment is discussed in the Friction Point conversation once the scope is clear. I do not publish pricing because no two organisations arrive at the same Friction Point — and a number without context is misleading.
The first conversation costs nothing
The next step is a 30-minute Friction Point conversation. We identify which basepoint is compensating, put a number on what it is costing, and determine whether The Alignment Reset™ pilot is the right next step.
The diagnostic pilot runs four to eight weeks depending on the scope and access to the leadership team. The stabilisation phase that follows depends entirely on which basepoint is identified and how embedded the instability is. Some organisations see structural shift within three months. Complex, multi-unit transformations typically run twelve to eighteen months.
Almost always yes. The Alignment Reset™ is not a strategy process — it is a system diagnostic. Most organisations with a stalling growth momentum already have a strategy. What they do not have is a system that converts that strategy into consistent execution. That is what we fix.
Change management works on people and process adoption. The Alignment Reset™ works on the structural root cause that is making change hard in the first place. We fix the system that change management is trying to work around.
Always the full leadership team. A structural fix that does not involve the people responsible for the structure does not hold. If the engagement cannot access the full leadership team, it is not the right engagement.
The diagnostic pilot is priced as a fixed-scope engagement. The stabilisation phase that follows is scoped based on the pilot findings. Investment is discussed in the Friction Point conversation once the scope is clear. I do not publish pricing because no two organisations arrive at the same Friction Point — and a number without context is misleading.