What the first 30 days with us actually looks like

Owners ask what they are buying. Fair question, and it is a reasonable one to ask of anyone who has ever been sold a consultancy engagement. The honest answer is that our first thirty days are mostly us being inconvenient — in your office, on your calls, and reading the quotes your customers actually receive.

Weeks one and two: Review

A partner rides along. Site visits, sales calls, the estimator's desk, the service diary. We listen to how you price, what you promise on the phone, and where a job quietly dies. We read your last twenty quotes as if we were the customer, and we ask your team what they would change if it were their money.

The output at the end of fortnight two is one page: what is working, what is leaking, and what we got wrong in our first read. Your people get to see it before the owner does, because the things worth fixing are usually things the team has been mentioning for a year.

Weeks two and three: Identify

We put the opportunities in order by what they are worth and what they cost you to change, and we show you the list. Typically three things are worth doing now, two are worth doing later, and one thing you were told to invest in by somebody else is not worth doing at all. We say that one out loud, including when it would have kept us busy.

Weeks three to eight: Implement

This is where the money goes. Not a strategy document — the working parts:

• Call openers and quote emails written in your voice, with your numbers in them.
• A quoting format that a customer can compare against a competitor's without phoning you.
• Pipeline stages named after your real jobs, built in your CRM, with the first weeks of leads entered alongside your team.
• A follow-up cadence with dates attached, and a weekly pipeline meeting we run until it is yours.

If we change something we watch it being used for at least a fortnight. A process nobody has been seen using is a process that has already stopped.

Weeks eight onwards: Embed

The test is whether the thing survives us. So we step back deliberately: your team runs the meeting, someone else owns the list, and we check in at thirty, sixty and ninety days to make sure nothing has quietly drifted back. If it has, that is not your failure, it is our handover, and we go back to it.

A good engagement gets boring on purpose. By month three the numbers should be moving and nobody should be thinking about us.

What you will not get

No rebranded strategy with your logo on somebody else's template. No recommendations you have to interpret and staff yourself. No retainer that quietly rolls on because it is easier than finishing. If after the first fortnight we think the problem is small and you can fix it yourselves, we will tell you that too, and you will not hear from us again except at Christmas.