6 ways in. One outcome, measured.
Scope can be days, weeks or months. What stays fixed is the outcome it is measured against.
Interim leadership
A defined mandate held from inside the line: agreed deliverables, an agreed end date, and the authority to change how the operation runs.
Typically as interim Operations Director, Head of Operations, Quality Manager or Continuous Improvement Lead - covering a gap, or holding the line through a recovery.
Contract and account recovery
A defined mandate to bring a contract or account back to plan, reported weekly against the baseline.
Used where service is short, credits are mounting, or a renewal is at risk. Ends with the account on plan and the governance to hold it - not a report.
Defined project delivery
A scoped problem, a fixed price, and a result measured against the number agreed at the start.
For a single known problem: a defect rate, a cycle time, an inventory position, an exit liability. Price agreed before the work, so the cost is not a variable you manage.
Baselined diagnostic
The operation read against its own data, returned as a prioritised plan with the size of the prize attached to each action. The analysis before the mandate.
The usual starting point where the problem is agreed but the cause is not. Often the only engagement needed - the plan is yours to run in-house.
Capability programme
Belt cohorts coached through live problems with money attached, and a maturity framework left behind so improvement is prioritised systematically.
Green Belt and Black Belt cohorts trained on your own live problems rather than case studies. A previous programme contributed more than £2m in validated savings.
Retained advisory
Part-time senior capacity on a rolling month, holding the cadence and the numbers after a mandate closes, or before one is needed.
Chairing the review, pressure-testing the numbers, and on call for the decisions that need someone who has done it before. Cancellable monthly.
How an engagement works
Step 01 · Discovery
One conversation, no preparation. You do not need to arrive with a defined project - you only need to know what is going wrong.
Step 02 · Rapid diagnostic
Into the real data: transactions, stock, service, margin, downtime. Root cause is proven with evidence, not assumed in a workshop.
Step 03 · Prioritised plan
Actions ranked by value with the size of the prize attached, so the sequence is agreed before anyone spends money.
Step 04 · Delivery
DMAIC on the biggest causes with the people who own the process, delivered in weeks rather than quarters.
Step 05 · Control
Control plan, dashboard, cadence and trained people stay behind. The saving keeps compounding after the engagement ends.
Stated plainly
Fees
Commercial terms on request
Priced against the scope once it is defined. Fixed-price projects are quoted against the agreed outcome rather than the days.
How the work is contracted
Engaged through TransFormX Consultancy Limited, outside IR35 where the assignment qualifies. UK security clearance held.
References from previous engagements available on request.
Every figure quoted follows a published standard of proof →
How the fee can be structured
Where the result is measurable against a clean baseline, part of the fee can be tied to it. The metric, the baseline and how it is verified are agreed in writing before the work starts.
Not sure which of these you need?
Start with the problem, not the contract. The shape of the engagement follows the diagnosis, and it is usually smaller than people expect.
No pitch and no deck. If it is not something I should take on, I will say so on the call and tell you who should.