Three engagements. Each ends with a written document.
Below are the three pieces of work we are most commonly asked to do. Each is bounded, named on a single page, and priced before it begins. If your situation does not quite fit, write to us — we will say so plainly and, where we can, suggest a different first step.
Return to the homepageHow an engagement unfolds.
The three engagements differ in subject but share a rhythm. We begin with a short conversation. We agree a one-page brief. We read your documents and we sit down with the people the brief asks us to interview. We draft the note. We share it with you in confidence, take your comments, and produce the final version. Then we close.
A first conversation
Twenty to thirty minutes. You describe what you are weighing. We say whether we are the right people for it.
A one-page brief
We write the scope, the people we will speak to, the deliverable, the fee and the close date. You read it; you sign it.
Reading and listening
We read what you send us. We interview the people in the brief, non-attributed, in person where possible and over video otherwise.
A draft, then a final
We send a draft to the person who commissioned the work. After your comments, we produce the final document and the templates that go with it.
A clean close
Materials are returned or deleted as you prefer. The invoice is sent on the close date in the brief.
Board Governance Review
A study of a company's board governance practices — meeting structure, the rhythm of papers, the role of committees if any, and how decisions are recorded. The consultant reviews documents, interviews directors, and writes a non-attributed summary of observations along with a small set of options the chair can consider. The work is observational; legal questions remain with the company's specialist advisors.
What you receive
- Written summary of board governance observations
- Non-attributed director interview themes
- A short menu of options the chair can consider
- One follow-up call after the chair has read the note
A note on what it is not
This engagement does not give legal advice and does not produce a regulatory document. Where a legal or compliance question surfaces, we name it and ask you to take it to your specialist advisors.
Founder–Investor Communication Cadence
A short engagement to design a regular communication rhythm between a founder and their investors — what goes into the monthly update, what stays for the quarterly call, and what is escalated outside the schedule. The consultant interviews investors at the founder's request to understand what they would find useful, and proposes a structure for the cadence going forward. The deliverable is a written framework and templates.
What you receive
- Written communication framework
- Monthly update template (markdown and document forms)
- Quarterly call agenda template
- Escalation rule of thumb for off-cycle items
Best suited to
Founders whose investor base has grown past a small circle, and who want to stop being interrupted with ad-hoc requests for updates. The work assumes you are willing to write the first month's note yourself; we make sure it is the right note to write.
Operating Review Setup
A project to establish a recurring operating review meeting at the leadership level — the kind of meeting that examines a set of indicators each month and surfaces what needs the team's attention. The consultant defines the format, the indicators, the cadence, and the documentation. The work concludes with the consultant facilitating the first two sessions, after which the team carries it forward.
What you receive
- A written meeting format and cadence document
- A short list of leading and lagging indicators, with definitions
- Templates for the pre-read and the meeting minutes
- Two facilitated sessions, then hand-over to the chair
Best suited to
Leadership teams that have grown past the point where a standing weekly call is enough, but have not yet found the monthly rhythm that lets them step back from the operating detail.
A short comparison.
If you are not sure which of the three is right, this table may help. If it does not, write to us and we will read your note and suggest a starting point.
| On the matter of | Board Governance | Cadence | Operating Review |
|---|---|---|---|
| Best suited to | Boards and chairs | Founders with several investors | Leadership teams |
| Duration | 3–5 weeks | 2–3 weeks | 6 weeks |
| Interviews | Directors | Investors, on founder's behalf | Leadership team |
| Facilitation included | Two sessions | ||
| Deliverable | Written summary + options | Framework + templates | Format + indicators + templates |
| Fee | CHF 820 | CHF 470 | CHF 340 |
The same shelf, the same rules.
Confidentiality first
Mutual NDAs before the first interview. Non-attributed write-ups. Drafts shared only with the person who commissioned the work.
Swiss-hosted storage
Documents kept on encrypted infrastructure in Switzerland. Returned or deleted at the close of the engagement, as you prefer.
Written before spoken
Every meaningful conclusion lives first as a written sentence. The final document is edited like manuscript pages.
Close dates that hold
The close date in the brief is the close date on the invoice. If something genuinely cannot be done in time, we ask before the date arrives, not after.
Not sure which engagement fits? Write us a short note.
Three or four sentences is enough. We will write back, usually within two working days, and suggest a starting point.