How it works
How a sprint works
One question of yours, answered by a team that does the work rather than reviews it. Eight to ten weeks, a fixed budget agreed before we start, and the model is yours at the end.
From first email to kick off
Getting started
Four steps from the first email to kick off. You can stop at any of them, and nothing is committed until the fixed price is agreed.
Drawn to scale
You write to Rahul
The question, or the situation if the question is not clear yet. Most are not, and shaping it is part of the work.
A confidential call
Enough to understand the requirement, under a mutual non-disclosure agreement.
A proposal
The scope, the team, the timeline and a fixed price.
Kick off
Two weeks is what it takes to assemble a team matched to your topic rather than drawn from whoever is on the bench.
You would do this once or twice in a career. We do it most months.
What you are actually buying
You know your business better than we ever will
That is not what you are buying, and we are not going to pretend otherwise.
Most people tell us they do not have the bandwidth, and that is usually true. It usually also means nobody in the building has built one of these before, which is no criticism of anyone. You would build a value-based pricing model, or size a market from primary research, once or twice in an entire career.
You bring the domain. We bring the reps, and we sit close enough to your team to be corrected when we get your business wrong, which we will, early and often.
So the question is not whether your team is capable. It is whether anyone should have to do this for the first time with a board date attached.
The team is the product
Who does the work
A sprint team is three people. One senior, who owns the answer and the relationship, and two juniors, who run the interviews, the data collection and the modelling that make the answer defensible rather than plausible. There is no layer above the senior. A layer above the senior is someone you pay for and never speak to.
Owns the answer and the relationship. Runs the week.
The interviews, the data collection and the modelling that make the answer defensible rather than plausible.
Our analysts are not raw graduates
They hold masters degrees in management, finance, industrial engineering or strategy, and they have already worked at consultancies or in industry.
Where they studied
18 universities across more than 10 European countries. Marks shown to identify where our analysts studied. No affiliation or endorsement is implied.
How quickly a team is assembled
We recruit against your topic rather than staffing from whoever is on the bench. Bars drawn to scale.
The exchange
What it asks of you, and what you keep
Two hours a week of your team's time, in return for the model, the evidence and the method, handed over and documented.
Your side
What it asks of you
Across eight to ten weeks.
Your people, alongside ours
They collect data with us rather than receive it from us. That is what stops the knowledge leaving when we do.
A weekly steering cadence
You see the fact base as it is built and the answer as it forms, not once it is finished.
Bad news early
There is no reveal at the end. If the evidence points somewhere neither of us expected, you hear it while there is still time to act on it.
Our side
What you keep at the end
Handed over, not licensed back.
- 01The recommendation, with the reasoning shown.
- 02The working model, not a screenshot of it.
- 03The primary research: transcripts, notes and sources.
- 04The data set, structured and documented.
- 05What we could not establish, and why.
- 06What would change the answer.
Your team has been in the room for all six, every week, since week one.
Plain terms
Two things worth saying up front
Who owns it
You do. The model, the data and the method are yours. We do not license them back to you, and we do not reuse your data on another client's work. A mutual non-disclosure agreement is in place before the first call, and your commercial data stays inside the engagement.
What if the answer is not there
Sometimes the honest finding is that the data will not settle the question, or that the question was the wrong one. You hear that in the weekly cadence, not in a final report. You keep everything gathered up to that point, and we tell you what would need to be true to answer it properly.
Why the answer will be any good
The people on your question
Of applicants make it onto a client project.
3,018 applications, 39 selected, January 2025 to August 2026.
Universities across more than 10 European countries.
Masters degrees in management, finance, industrial engineering or strategy.
Weeks from problem statement to a decision-ready answer.
With the model, the data and the method handed over.
Is this the first time anyone here would be doing it?
Tell Rahul what it is. If a sprint is the right way to answer it, you will have a proposal within a week. If it is not, he will say so.
Ask for a reference. After the scoping call, Rahul will arrange a conversation with a client sponsor who has run a comparable sprint.