Ninety days to a business that runs on systems instead of on you. That is phase one, and it is the part most people never finish. Once you have altitude, the interesting work starts: growing without the chaos that used to come with it.
Most consulting processes are a slide with five chevrons that could belong to anybody. A named, published method is a commitment: this is what happens, this is what you receive, and this is what it looks like when it is working.
The premise
You do not rush a summit. You recon the route, you climb in stages, and you acclimatise before you push higher. Businesses fail the same way climbers do, by skipping the boring parts and paying for it higher up.
The mountain is not a metaphor I bought. The mark on this site is a summit, and the contour lines running through these pages are traced from my own photographs of the Karakoram above Skardu.
02 The stages
The first ninety days
Three stages, each with a defined output and a condition that has to be true before the next one starts. You can stop at any boundary, and the artefacts are yours either way.
Stage 01Days 0 to 14
Recon
Nothing gets built in the first two weeks. We establish what is true: the numbers as they actually are, the processes as they actually run, the team as it actually operates, rather than as any of it is described.
You leave with: a written diagnosis of the funnel, stack, processes and team, with every fix ranked by what it is worth, priced, and payback estimated.
Tech stack and workflow auditWhat exists, what overlaps, what integrates, what should be deleted.
Funnel and channel performance reviewWhat the numbers say, not what the reports imply.
Team capability and gap mapWho can carry what, and which role is genuinely missing.
Ready for stage two whenWe both agree on the ranked list and what the first builds cost.
Stage 02Days 15 to 45
Ascent
The fixes that ranked highest get built, in order, with the people who will own them in the room rather than presented to them afterwards.
You leave with: the systems live, measured, and documented as they are built. Not a slide deck about systems.
Dashboards live and reportingOne place the truth lives, in the tools your team already uses.
Systems built in ranked orderFunnel, onboarding, automation, whatever the diagnosis put first.
SOPs written as we goDocumentation is part of the build, not a promise for later.
Ready for stage three whenEach system is live and measured, with a name against it.
Stage 03Days 46 to 90
Altitude
The systems get owners, the owners get trained, and the weekly rhythm starts running whether or not anyone is chasing it. This is where the business stops depending on any single person, including you.
You leave with: a business that holds its own shape under pressure. Growth stops creating chaos, because the chaos was never growth. It was missing structure.
Owners trained per systemThrough the internal training course, not a single handover call.
KPIs managed to day 90The new owners run the numbers with me watching, then on their own.
Full documentationSOPs, dashboards, decision log. The company's property from day one.
Altitude reached whenA normal week runs without a single decision waiting on the founder.
Day 91
You have a business that can scale without chaos. Now we go and scale it.
03 After day ninety
The part where it compounds
Phase one buys back control. It does not, on its own, grow anything. What changes on day 91 is that growth is finally safe to pursue, because the business underneath it can take the weight.
What changes between the first ninety days and the ongoing fractional CXO relationship.
Days 0 to 90
Day 91 onward
The work
Building the operating system
Using it to grow
My focus
Structure, systems, documentation
Strategy, new channels, new offers, margin
Your week
Answering questions, unblocking builds
One report, one decisions meeting
The measure
Does the system hold without you
Revenue, margin, and how calm it feels
Typical shape
Intensive, hands in the machine
Ongoing fractional CXO, or full-time embedded
Why founders keep me on
Not because they cannot run it without me. Because once the chaos is gone, the ceiling moves, and the questions get better. Which market next. What the second offer should be. Whether that acquisition makes sense. When to hire the person who eventually replaces me.
The first ninety days earn the right to have those conversations. That is the whole point of doing them properly.
04 The cadence
What a week actually looks like
Remote by default, run in your tools, and deliberately meeting poor.
Weekly
One decisions meeting, 45 minutes
Run on the dashboard, not on opinions. Decisions get made, owners get named, and it ends on time.
Daily
Async, in your tools
Slack, Notion, Asana, GoHighLevel, wherever your team already lives. No status meetings, because the dashboard is the status.
Monthly
One written report
The numbers, the decisions taken, the decisions needed from you. Ten minutes to read, on record permanently.
Always
Everything written down
If it is not documented it did not happen. The written trail is what makes the system yours rather than mine.
05 The client's side of the deal
What this asks of you
A method is a two way commitment. These four are non negotiable, and I would rather lose the engagement on this page than in week three.
01
Real numbers in the first two weeks. Recon on sanitised data produces a sanitised diagnosis.
02
Forty-five minutes of genuine decision availability, weekly. Decisions deferred are systems delayed.
03
Willingness to let process change. The recommendations without changes version of this does not exist.
Khoj Resort, Skardu. Where a fair amount of the thinking behind this method happened.
Next step
Ninety days from now, this could be a different business.
Forty-five minutes, one to one. We put the recon lens on your business live, and you leave with a written read on what to fix first, whether or not you ever hire me.
