THE DIAGNOSTIC
Three weeks inside your business. Then a number, a plan, and a decision.
For PE-backed groups that have bought two or three businesses and still run things twice, and for leaders whose AI work has produced demos but no result. I talk to your leadership and the people doing the work, then tell you where the money is and what it would take to get it.
€12,500, fixed. Agreed before we start. No day rates, no extensions.
TWO SITUATIONS
You have bought businesses and they still run separately. Two or three bolt-ons, each with its own pipeline, its own forecast and its own way of pricing. The synergies in the deal model have not shown up. You are too small for a big-firm integration team and too big to keep muddling through.
You have spent on AI and cannot see the return. Pilots, licences, a few enthusiasts, and no process that runs differently to how it ran before. The board is asking for a number and nobody has one.
WHO IT IS NOT FOR
Businesses looking for a strategy deck. Businesses under 30 people, where the fix is usually a conversation rather than a programme. Anyone who wants the plan written without me talking to the people who do the work.
If you are not sure which side of that line you are on, the 30-minute call settles it. I will tell you on the call whether there is a number in it, and if there is not I will say so.
THE THREE WEEKS
Week one. The leadership view. One-to-ones with the CEO, CFO and the heads of each acquired business or each function touching the workflow. I read the deal model, the forecast, the management accounts and whatever the AI programme has produced so far. By Friday I have your version of the problem.
Week two. The floor view. I sit with the people who do the work: sales ops, finance, delivery, the team running the process you want rebuilt. I map what actually happens, step by step, and cost it activity by activity. This is where the gap between the two views shows up, and it is usually where the money is.
Week three. The plan. I write it up, price the fix, and run a half-day working session with your leadership team to agree what to do first, who owns it and what number it is measured against.
Two days a week on site or on calls, the rest offline. You will need to give me around six hours of leadership time across the three weeks and access to the people and the numbers. I sign an NDA before day one.
THE DELIVERABLES
A number. The cost of the problem as it stands, built from the activities, not from a benchmark. For a consolidation, the revenue and margin sitting in duplicated pipelines, lost cross-sell and inconsistent pricing. For a workflow, the cost per unit today and what it would be rebuilt.
A written plan. What to fix, in what order, who owns each piece, and what it costs. Short enough to read in one sitting, specific enough to act on Monday.
A measurement. The before figure, agreed, so that whoever does the work (me or someone else) is measured against something real.
A leadership session. Half a day with your team to turn the plan into decisions. You leave with an owner against every line.
Everything is yours to keep and to give to anyone you choose. There is no obligation to continue with me.
THE PRICE
€12,500, fixed. Half on signature, half on delivery of the plan. Plus travel at cost if the work needs me on site outside Ireland. VAT where applicable.
It is priced to be signed by one person without a procurement cycle, and to be worth more than it costs by the end of week two. If by the end of week one I think there is no number in it, I will say so and stop, and you pay for week one only.
Start: usually within two weeks of the call. I run one diagnostic at a time.
AFTER THE DIAGNOSTIC
Most clients do one of three things with the plan.
They run it themselves. The plan names the owners and the measure, and a capable team can take it from there.
They ask me to run the consolidation. Two days a week inside the businesses for six to twelve months: one pipeline, one forecast, one operating rhythm. Priced on the plan, with part of the fee tied to the number we agreed in week three.
They ask me to rebuild the workflow. One high-volume process, rebuilt around AI with the people who run it, measured before and after against the week-two baseline. Fixed price, part contingent on the result.
The diagnostic is the only way into either of those. I do not take on implementation work without it, because I will not put a contingent fee against a number I have not measured myself.
PROOF
Merged nine Omnicom production units into one at eg+. No client lost, revenue up 25% in the first year. Owned global delivery of a $350M, five-year programme for a global pharma company across 50+ markets, with $100M in hard savings by year four and a team of 600+. Five acquisitions executed and integrated as Chief Growth Officer at CreativeDrive. Full detail on the Work with me page.
START HERE
Send me the businesses you have bought and what still runs twice. Or the process you have tried to automate and the number you cannot find.
Thirty minutes. I will tell you on the call whether there is a number in it, and if there is, when I can start.
Book a 30-minute callOr email mrt@wildgeeseconsulting.ie
QUESTIONS PEOPLE ASK
Why fixed price rather than a day rate?
Because a day rate rewards me for taking longer. A fixed price means the risk of the work running over is mine, and you know the cost before you sign.
Can you do it remotely?
Week one and week three, yes. Week two works better in the building, because the gap between what leadership thinks happens and what actually happens is easier to see in person.
We already have a consultancy in.
Good. The diagnostic gives you an independent baseline to hold them to. I have sat on the other side of that table for 25 years and I know what gets left out of a status report.
What if we do not want to continue after three weeks?
Then you have a plan, a number and a baseline, and I have done my job. Some clients run the plan themselves.
Do you work outside Ireland?
Yes, across EMEA. Travel is charged at cost on top of the fixed fee.