That is why the order cannot be any other way. First we write down everything that runs on one person: the decisions only they make, the things only they know, the work that stops when they stop. Then we take the heaviest of those and make it run without them. Then we make sure it stays that way.
Three steps, priced separately, so you see what the work was worth before deciding on the next one. Nothing here is bought on the strength of a plan.
Everything that runs on one person, in two weeks.
The heaviest one, running without them.
It stays off, and we go again.
A scope, a timeline, and an invoice, agreed in advance. If the plan turns out wrong, you find that out after you have paid for all of it.
We cannot know what should be built before we look, and neither can you. So the first step is deliberately small, priced so one person can decide it without a business case, and everything after it is scoped from what the map actually found.
We map everything that runs on one person: the decisions only they make, the things only they know, the work that stops when they stop.
What we do. Most of what we need is already in things that have happened, so we work from those rather than filling your calendar with workshops. Where we need the person themselves, it is conversation, not homework.
What you do. Keep running the business. The point of the two weeks is that nobody has to stop working to be mapped.
What you get. The written picture, and one recommendation: the heaviest thing that is safe to hand over first. It is yours whether or not you go further, and taking it to someone else to build from is a legitimate outcome.
We set that one job up to run without the person it used to need. Not on our memory instead of theirs, but on something the whole business can see and lean on, built on accounts and systems you own.
You see the number before you agree to it, and the $999 comes off it. One job rather than five, because something you actually use beats something that demonstrates well, and because it gives you something real to judge us on before anything bigger is discussed.
Businesses change and tools change quarterly, so work that was lifted drifts back unless someone keeps it lifted. That is the whole of what the monthly buys: watching the tools becomes our job instead of yours.
Nothing consequential happens without your approval. Every Friday you get a short note saying what came off the plate that week and naming the next thing worth handing over.
The build can be the end of it if that is what you want. The monthly is offered after the build, never sold before it.
We agree who we are mapping and when the two weeks start. While they keep working, we build the picture. At the end of the two weeks you are reading the map with us, the recommendation is on the table, and the next decision is yours to take or leave.
That is a real outcome, and the map is worth having precisely because it can reach it. You will have paid $999 to find out cheaply instead of finding out after a build.
It is also allowed to leave with you. The map is yours, and some businesses take it and build from it themselves. We would rather that than a build nobody needed.
Thirty minutes, no pitch, no demo. You leave with the start of the list either way.