The Diagnosis
A structured interview that names the one problem actually holding your operation up.
Report
What we do
We map how the work really runs, decompose the mess into a few nameable problems, and tell you which one is binding. You keep the answer whether or not anything gets built.
The problem
Nobody arrives knowing which problem to solve. They arrive knowing something is heavy, and the thing they name first is usually the loudest one rather than the binding one.
How it was built
Half a day of interview, then a written diagnosis: the problems named, which is load-bearing, what would fix it, roughly what it costs, and what is not worth building at all.
What it left behind
Often the first time a business has seen its own operation written down as a system rather than as a set of habits.