Services

Strategy and execution services

Eight services in two areas. I scope each one in a short conversation, price it as a fixed fee and lead it myself.

Projects start at $4,500. I don’t bill by the hour.

Strategy Execution

Strategy

Deciding where to grow, what to buy and which way to go.

Growth strategy and market position

Start here when the board wants to know where to grow, or a competitor has moved into your markets.

What you get: A map of who you compete with, on which services and how they are moving, built from public sources; a market-by-market read of where you are strong, exposed or ready to grow; and a clear view of where to grow, hold, fix or exit.
How long: Two weeks for an outside-in health check. Five to six weeks for a full competitive landscape or market review.
What it isn’t: Survey-based market research or a marketing plan.

Strategic planning and scorecards

Start here when a strategic plan is due, or the board has just adopted one.

What you get: A plan written so every initiative has an owner, a measure and a status, a scorecard your leadership team can review each month, and board and department versions drawn from the same numbers.
How long: Four weeks for a scorecard. Eight to ten weeks to design and launch a full planning cycle.
What it isn’t: A vision retreat or a new slogan. The plan comes with owners, measures and dates.

Acquisition strategy

Start here when growth by acquisition or affiliation is on the table and no one owns the list.

What you get: A ranked short list of candidates graded on a method you can show the board, a clear process for deciding deal by deal, and an operational view of what integrating a specific target will take while it can still shape the terms.
How long: Three to five weeks for a target screen or a deal decision process. Six to eight weeks for a full pre-deal package.
What it isn’t: Valuation, deal sourcing, or legal and financial diligence. Your board makes the decision.

Major decisions and business cases

Start here when leadership keeps circling the same choice, or a major investment needs a case the board will trust.

What you get: Open decisions reduced to a few scored options with a recommended order, a business case split into decisions the board can approve one at a time, and an independent check of board papers or outside consultants’ reports before they go to a vote.
How long: Two weeks to review a board paper or a set of consultants’ reports. Three to six weeks to work through a stuck decision or build the case for a major investment.
What it isn’t: A financial model or a decision made for you. Your finance team owns the numbers, and your leaders make the call.

Execution

Turning a decision into work your organization can carry.

Strategy execution

Start here when a new CEO or COO has arrived, or the plan has stopped moving.

What you get: A count of every initiative underway and what each one serves, a register of the real problems with an owner for each, and a project list trimmed to the capacity you have.
How long: Two weeks for a first snapshot. Six to eight weeks for the fuller package, timed to finish inside a new leader’s first ninety days.
What it isn’t: Executive coaching or an interim executive. You set the direction, and I build the machinery that carries it.

Post-merger integration

Start here when you have announced or closed a merger, and Day 1 or Day 100 is coming.

What you get: A clear read on where the integration stands, a written charter and an owner for every workstream, milestones your leaders report against, and a tracker your own team runs.
How long: A readiness check takes two weeks. A charter-and-plan build takes four to six weeks, and a full integration program takes sixteen to twenty weeks.
What it isn’t: Valuation or legal and financial diligence. Your deal advisors handle those.

Portfolio governance and project management

Start here when a major capital project has been approved, or there are more initiatives than anyone can track.

What you get: An implementation plan with owners, dates and decision points, a steering process that decides what moves forward, and, if you want one, a project management office your own staff can run.
How long: Four weeks for an implementation plan. Eight weeks to stand up a project management office.
What it isn’t: A software rollout. Everything is built in the tools you already use.

Operational turnaround

Start here when a site, program or region is missing its budget and no one can say exactly why.

What you get: A diagnosis of what is driving the gap, a short list of fixes with an owner and a dollar target on each, and tracking your managers keep running after the work is handed back.
How long: Four to five weeks for a focused turnaround. Eight to twelve weeks across a full region or market.
What it isn’t: A cost-cutting exercise run from outside. Your managers make the changes, and I give them the structure and the evidence.

Ongoing support after a project is available month to month.

Start with a 30-minute conversation.

Bring the situation, not a brief. You’ll get a straight answer on what would help, and within one business day a one-page proposal with three fixed-fee options.

Shawn BrooksPrincipal

Email Shawn

(615) 751-5377
Replies within one business day.