Advisory & Team Alignment
A one-year engagement for CEOs and boards who need the whole organisation moving in the same direction. Bill and his team come inside the business, set the goal, build the strategy, align the leadership team behind it, and run the execution until your people can run it themselves.
Advisory & Team Alignment
A one-year engagement for CEOs and boards who need the whole organisation moving in the same direction. Bill and his team come inside the business, set the goal, build the strategy, align the leadership team behind it, and run the execution until your people can run it themselves.
When a business stalls, the board’s reflex is to call the big three. They send armies of junior analysts who produce a beautiful 200-slide deck, present it, and fly home.
The deck is usually right. That was never the problem.
The problem is that nobody on your team knows which twelve things to do on Monday, who owns each one, or what happens when the first one goes red. Six months later the deck is in a drawer and the business runs the way it always ran.
Strategy does not fail in the analysis. It fails in the handoff.
This is the same operating system Bill teaches to cohorts of CEOs at the 80/20 Institute — built instead directly into your company, with your numbers, your people, and your constraints.
It is a culture change. Everyone from the executive team down works to one goal, one strategy, and one rhythm. That takes a year, and it takes doing it inside the building.
One number the board, the sponsor, and the leadership team all recognise. Written down, agreed, and defensible.
80/20 the business around the critical few customers, products, and processes that actually fund the plan.
Train the leadership team on the system. One named owner per line of the plan. Compensation and decision rights that match.
Run the operating rhythm alongside your team until they are running it without us. The engagement is finished when you do not need us.
THE ROLLOUT: Days 1–100
Goal locked with the board. Strategy built on the critical few. Leadership team trained on the system and aligned behind the plan — each with a named piece of it. By day 100 the whole organisation knows what it is working on and why.
EXECUTION & MANAGEMENT : Days 101–365
The operating rhythm runs. Monthly reviews, real countermeasures when something goes red, course corrections as the year moves. We run it with your team, then beside your team, then behind them — until they are running it themselves.
SUSTAINMENT: Years 2 and 3, optional
Most clients continue on a lighter advisory basis to hold the gains and extend the strategy. Optional, never assumed.
Most consulting engagements are built to renew. The knowledge leaves when the consultants leave, so you hire them again next year.
This is built the other way round. The whole point of training your leadership team on the system is that they own it — the goal, the strategy, the rhythm, the countermeasures. When the year is done, the capability stays in your building.
You are not buying a plan. You are buying an operating system and the people who can run it.
You get the operator who has run billion-dollar businesses, not a team of consultants who have read about them.
Boardroom, shop floor, operating reviews. The alignment work happens in the rooms where it actually breaks.
The same system behind more than $3 billion in shareholder value creation.
Bill takes a small number of these engagements at a time. It is a standing commitment to your business, not a project in a portfolio.
One year. The first hundred days is the rollout — goal, strategy, and a leadership team trained and aligned behind it. The remaining months are execution and handover. Most clients continue into a lighter second and third year to hold the gains, but that is optional and never assumed.
Scoped and priced per client, agreed directly. It is an annual commitment rather than a day rate or a per-project fee.
With them, not around them. Bill trains the leadership team on the system and works the plan inside their operating reviews. The whole design is that they own it by the end of the year.
Bill will tell you. He has run these businesses and he sits on boards. He is not there to protect anyone’s position, and if the seat is wrong it surfaces early and gets said plainly.
Heaviest in the first hundred days — expect real time from every direct report. After that it folds into the operating rhythm you already run rather than sitting on top of it.
A written mandate. A bridge with a named owner on every line. A compensation and accountability structure that matches it. An operating cadence your team runs without us. And the leadership capability to keep running it.
A firm sends analysts and leaves a deck. Bill comes himself and leaves a system your team runs. Consulting engagements are built to renew. This one is built to end.
Companies where alignment is the constraint — the plan is broadly right, but the organisation is not moving behind it. If you are smaller than that, the CEO Mandate at the 80/20 Institute is the better place to start.
