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Turn fragmented execution into a governed, measurable system.

I work with leadership teams when strategic intent is clear but execution is not holding. My operational excellence consulting work connects ownership, decision rights, KPI and value logic, operating cadence, workflow and automation readiness, continuity, adoption, and handover.

I build the operating architecture that makes transformation hold.

Describe the operating problem Explore the services
S|B Engine

Start from the problem

Which of these sounds like your situation?

Pick the tension that fits. The matching domain and services come forward.

Eight domains, seventeen services

The catalog, organized by operating domain.

Every service has a defined scope, deliverables, duration, and a clear price presentation, so you can review what is included before starting a request.

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Transformation and Operating Models

Align the mandate, operating model, governance, dependencies, value logic, and continuity needed for transformation to hold.

Transformation Operating Architecture Diagnostic

Leadership has an important mandate or multiple initiatives, but the real operating problem, ownership, dependencies, value logic, and non-disruptable work are not aligned.

Duration
2 to 4 weeks
Fee
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Operating Model and Transformation Governance Blueprint

The strategy or transformation agenda exists, but the organization lacks a coherent operating model and a system for sustained execution.

Duration
6 to 10 weeks
Fee
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Operational Governance

Clarify decision rights, escalation, operating rhythm, risk, controls, and continuity.

Decision Rights and Executive Operating Rhythm Design

Decisions stall, escalation is inconsistent, leaders rely on manual follow-up, and accountability is unclear.

Duration
4 to 6 weeks
Fee
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Risk, Continuity and Control Architecture

Change is moving faster than controls, documentation, risk visibility, or continuity safeguards.

Duration
4 to 8 weeks
Fee
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Order-to-Cash and Finance Operations

Improve cash, billing readiness, unbilled revenue, backlog, collections governance, and cross-functional flow.

Order-to-Cash Cash and Control Diagnostic

DSO, unbilled revenue, backlog, billing readiness, collections, or handoffs are underperforming, but root causes and value exposure are unclear.

Duration
3 to 5 weeks
Fee
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Billing Readiness and Unbilled Revenue Improvement

Revenue remains unbilled or billing is delayed because readiness criteria, evidence, exception ownership, and escalation are inconsistent.

Duration
6 to 10 weeks
Fee
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Order-to-Cash Governance and Flow Improvement

O2C performance is fragmented across Sales, Operations, Finance, and Technology, with persistent backlog, rework, or manual intervention.

Duration
8 to 16 weeks
Fee
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Process Engineering and Quality

Reduce backlog, cycle time, rework, process variation, and quality dependence on heroics.

Process, Backlog and Cycle-Time Diagnostic

Backlog, cycle time, rework, service failures, or process friction are visible, but workarounds and structural causes are not.

Duration
3 to 5 weeks
Fee
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Process Redesign, SOP and Quality System

Execution varies by person or location, documentation is weak, and quality depends on inspection or heroics rather than a controlled system.

Duration
6 to 12 weeks
Fee
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Supply Chain and Customer Operations

Protect customer-critical commitments and remove supply-chain route, vendor, and handoff friction.

Customer-Critical Flow and SLA Governance

Contractual commitments or customer-critical work depend on escalation and firefighting, creating service, penalty, and trust risk.

Duration
6 to 10 weeks
Fee
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Supply Chain Route and Friction Reduction

Shipping, customs, vendors, handoffs, or regional execution create delay, unnecessary cost, and service risk.

Duration
8 to 16 weeks
Fee
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KPI, Value and Decision Architecture

Connect metrics, ownership, decisions, benefits, evidence, and value realization.

KPI and Decision Architecture

Reports and dashboards exist, but metrics do not clearly drive decisions, ownership, escalation, or value.

Duration
4 to 8 weeks
Fee
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Value Tracking and Benefits Realization System

Transformation activity is reported, but value, attribution, ownership, and sustainment are unclear.

Duration
4 to 8 weeks
Fee
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AI, ML and Automation Readiness

Determine which workflows are ready, valuable, safe, and adoptable for AI or automation.

AI and Automation Readiness Scan

Leaders are considering AI or automation, but it is unclear which work is ready, valuable, safe, and likely to be adopted.

Duration
2 to 4 weeks
Fee
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Automation Portfolio and Pilot Governance

Automation ideas exist, but selection, controls, ownership, pilot discipline, value measurement, and adoption are weak.

Duration
8 to 14 weeks
Fee
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Workforce and Organizational Design

Align roles, capacity, decisions, shared-services transitions, continuity, adoption, and handover.

Role, Capacity and Organizational Design

Roles, decisions, workload, capacity, and accountabilities no longer match the work the organization must deliver.

Duration
4 to 8 weeks
Fee
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Shared Services Transition and Adoption Architecture

A shared-services or organizational transition must improve scale and role clarity without disrupting delivery, trust, compliance, or local knowledge.

Duration
8 to 16 weeks
Fee
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Ways of working

Engagement and delivery options.

Delivery is remote, hybrid, or onsite. Every engagement has a defined control: caps, milestones, or reserved days.

Free qualification call

Thirty minutes to establish fit, scope, and the right next step. No analysis or solution design.

Paid consultation

A focused ninety-minute working conversation with light preparation and a concise written note.

Fixed-fee diagnostic

A tightly scoped diagnostic with defined interviews, deliverables, and revision rounds.

Fixed-price project

Milestone-based delivery with written change control.

Day-based and time and materials

Approved caps, stated outputs, and a two-hour hourly minimum.

Monthly retainer

Four, eight, or twelve reserved days per month, invoiced in advance.

Interim leadership

Temporary operating control with a defined exit: stabilize, clarify, and hand over. Detailed below.

How interim mandates run

Interim leadership

When the seat itself is the gap, the mandate is control with an exit.

Interim leadership is useful when the system cannot wait for perfect structure: stabilize, clarify, and build enough operating rhythm for the organization to move without depending on constant escalation.

Portfolio pressure

A transformation portfolio needs immediate structure and executive visibility.

Control installed: Create a single view of workstreams, risk, value, and decisions.

Fragmented operations

Operations, finance, customer experience, supply chain, or Order-to-Cash work is fragmented across functions.

Control installed: Clarify ownership, dependency paths, and the work that cannot break.

Weak value tracking

Activity exists, but value tracking, decision rights, or adoption are weak.

Control installed: Install KPI logic, value rhythm, and sponsor-level decision cadence.

AI and automation pressure

AI or automation activity exists, but workflow readiness and governance are unclear.

Control installed: Separate useful pilots from unclear work and protect risk points.

Handover risk

The business needs a handover-ready control system, not an open-ended interim dependency.

Control installed: Document routines, owner roles, improvement loop, and exit condition.

Describe the operating problem See continuity proof

How pricing is shown

Transparent where scope allows it.

Fees are shown to signed-in members. The final proposal confirms scope, assumptions, add-ons, and the applicable VAT treatment.

Exact
A fixed public fee for clearly defined scopes.
Starting at
The entry fee for the smallest complete version of the service.
Range
A realistic minimum and maximum before scope review.
Scope review
Pricing confirmed after a short review when scope drives the number.

Next step

Start with the operating problem.

Describe the situation, the visible consequence, and the decision you need. A scoped quotation follows a short qualification conversation.

Describe the operating problem Ask a question first