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Start with one team

Advisory

Build a company your ideas can happen in.

If you need some help, our advisors work with your leaders through a new structure, a merger, or a team that keeps stalling, using the same tooling and evidence your teams already use.

Book a conversationHow an engagement runs

When to call

Three moments when software isn’t enough.

The product helps any team see itself clearly. These are the moments when a team also needs experienced judgment and someone willing to say the hard thing out loud.

  • For a team that keeps stalling

    The same decisions slip every month, and nobody can say why.

    What we do

    Read how the team really works, find the one thing in the way, and settle it with the people who own it.

    What you leave with

    A charter the team agrees with, one decision that sticks, and a check-in a few weeks later.

  • For a leadership team that wants more

    Everyone at the top agrees, and decisions still come back up.

    What we do

    Work out who decides what at the top, and what should stop reaching the top at all.

    What you leave with

    Written decision rights for the leadership team, with limits and routes your teams can use.

  • For a whole organization in search of change

    A merger, a new strategy, or agents arriving in real roles.

    What we do

    Redesign around how work actually moves, team by team, with people and agents together.

    What you leave with

    A living model of the company: every team chartered, linked and kept current.

The difference

Most consulting ends in a deck. Ours leaves an operating system.

Org design usually starts from interviews and ends at handoff. We start from the work and stay until you know whether the change helped.

The usual engagementParticulars Advisory
Starts fromInterviews, surveys, an org chartThe work itself: the channels, decisions and documents you choose to share
RedrawsBoxes and reporting linesDecision rights, roles and measures, team by team
AgentsA slide about AI strategy with elaborate plans and outlandish promisesNamed, bounded roles for agents on the charter, revocable at any time
Leaves behindA deckLive charters your teams keep using after we’ve gone
EndsAt handoffWhen you’ve checked whether the change worked

How an engagement runs

Same loop as the product. More judgment in the room.

Every engagement follows the loop your teams will keep running after we leave, so nothing has to be translated back out of consultant language.

  1. 01

    Data before discussion

    We connect to the parts of the work you choose and read them first. Interviews start from evidence, not opinions.

  2. 02

    Precise, identified gaps to close

    Stated against observed, on one page, in a room with your leaders. Where they disagree is where the work is.

  3. 03

    You make the calls

    We record each one with its reason, so it survives the next reorg.

  4. 04

    Leave it running

    Org design and decisions are live in Particulars. A few weeks on, we check together whether it worked, and change it if it didn’t.

Book a conversation

Tell us what’s happening.

A short note is plenty. We'll read it and reply within a few hours with a time to talk. No pitch deck, unless you really want one.

What’s closest to your real problem?