People & Organisation
Operating model, roles, hiring and capability: the work that makes us unnecessary, designed so your own team runs what we built within a year.
£8–14k monthly · quoted before we start
The engagement
Duration12 months, part-time
ShapeFading, weekly, then monthly, then gone
TeamA partner and a service lead
Fee£8–14k monthly
What you are holding at the end.
You leave with
An operating model with named roles and decision rights
A hiring plan and the interview kit
The handover, rehearsed twice
12 mo to running it without us
Buy this when
01Something we built is live and you do not want us on the invoice next year.
02You are hiring for a team you have never managed before.
03The knowledge sits with two people and one of them is leaving.
If none of these is true yet, the audit is the cheaper place to start.
4 steps, in this order, every time.
The model
Named roles and decision rights, not a diagram of a team.
The hiring
Scorecards, the interview loop, and us in it until you no longer need us.
The teaching
On your work, with your data, against the problems you actually have.
The handover
Rehearsed twice, the second time we say nothing.
Four parts, and what each is for.
Operating model
Named roles and decision rights, not a diagram of a team.
Hiring
The plan, the scorecards, and us in the interview loop until you do not need us.
Capability
Taught on your work, with your data, against the problems you actually have.
Handover
Rehearsed twice, with us silent the second time.
Stage 04 of the method, 4 weeks of the 28.
The stages run in order, and each is bought on its own: the roadmap from stage 01 prices the rest, so nothing after it is bought blind.
Where it has been bought, and what it came to.
Commercial operating model at Ostro Retail Group
19
roles hired and running, zero contractors
The full record
64cases
Every engagement we are allowed to name, each with the figure agreed at the start.
All cases“They designed themselves out of the engagement, on exactly the schedule they said they would.”
