You bring the problem statement. We bring the analysts.
Eight to ten weeks of dedicated analytical capacity pointed at one question your own team has no bandwidth to answer. One senior analyst and two juniors. Primary research, not a literature review. And a model you keep.
What a sprint is, and is not
Not advice. Analysts.
You are not buying a recommendation from the outside. You are buying people who do the work (the interviews, the data, the modelling) and who sit close enough to your team to be corrected.
One question, answered
A sprint answers a single decision. Not a transformation programme, not a retainer. If your question needs three sprints we will tell you that before you commit to one.
You keep the fact base
The model, the data and the method are handed over at the end. Your team collects alongside ours during the sprint, so the knowledge does not leave when we do.
How eight to ten weeks are spent
Turn a problem statement into an answerable question
Most problem statements arrive as a feeling, margin is slipping, the channel is opaque, nobody can size it. We agree what the question actually is, and what evidence would settle it. If the honest answer is that a sprint will not settle it, this is where we say so.
Go and find out
Interviews with the people who make the decision, external data, competitor and market evidence, and a model built as the facts arrive rather than assembled at the end. Your team collects alongside ours.
A decision your leadership can act on
A recommendation with the reasoning visible, the model behind it, the caveats stated plainly, and a handover so the work continues without us.
What is in your hands at the end
- The recommendation, with the reasoning shown
- The working model, not a screenshot of it
- The primary research, transcripts, notes, sources
- The data set, structured and documented
- What we could not establish, and why
- What would change the answer
Where the sprint team sits
Each page carries the full record, every mandate, every number, and what the work taught us.
67 mandatesStrategy & Commercial ExcellenceSized a $24B filtration market, cut sales process time 30%, and found €30m of new distributor opportunity, usually inside eight weeks, because that is when the board meets.€460M market sized for a €1B food and beverage firm · 30% faster customer qualificationSee the record →
29 mandatesSupply Chain & SustainabilityReleased €10m of EBIT, brought 98% of a chemical company’s supply chain emissions into view, and made a Scope 3 inventory audit-ready.€10m EBIT at a €10B forestry group · 97% service level designed for a €1B coffee and food companySee the record →
12 mandatesCustomer ExperienceFound €15m of cost-to-serve hiding in a segmentation model, and analysed 30,000 orders to explain a service problem.€15m cost-to-serve optimisation · 30,000+ orders analysedSee the record →
9 mandatesManufacturing & OperationsCut maintenance downtime 25%, mapped 1,500 hours of supervisor work, and traced $6M of trapped revenue back to the exact point where it goes wrong.25% downtime reduction · $6M trapped revenue located · €4M profit opportunitySee the record →
$24B sizedAftermarket & Service BusinessOEMs under-capture the installed base they already own. We size it, price it, and make service revenue predictable.€300m of market visibility unlocked at a €6B machinery company · 25% faster to marketSee the record →
7 mandatesMerger & AcquisitionScreened 120 OEMs down to eight board-ready targets, pressure-tested a €35M bid, and turned a broad ambition into €0.5B of prioritised projects.8 targets from 120 screened · €35M bid validated at 17% IRRSee the record →Question types we run often
Each of these has been a sprint more than once, which means the method is already built and the eight to ten weeks go into your question rather than into designing an approach.
Market entry and growth
Where to play next, sized and prioritised
Buy-side due diligence
A target pressure-tested against the market, on a deal clock
Value-Based Pricing
Price on what the customer avoids, not on what it costs you
Multi-site standardisation
One way of working across sites that each invented their own
Solution & partner scouting
Who to build with, and on what terms
Scope 3 & ESG reporting readiness
An inventory that survives an auditor
When the answer is a programme, not a question
Enterprise Transformation
A financial target, owned at CEO or CFO level, delivered across functions that do not normally move together. Longer than a sprint, and structured differently.
What sprints have returned
Sixty-four published case studies. The client described rather than named, the fieldwork counted, and the outcome stated as the client measured it, including what was potential rather than banked.