[Partner Name]
[Corporate strategy]
[Previously [role] at [firm]. [XX] years. Writes on [topic].]
Engagements led[XX]
Large firms sell you a partner and staff the engagement with analysts two years out of college. We are [X] partners and [XX] people. The person who writes your proposal is the person in the room for the next [eight] weeks.
[Replace with the specific claim your firm can defend — the sector you know better than anyone in the city, or the kind of decision you are called for repeatedly.]
Four. We have turned down work outside them for [X] years and intend to keep doing so.
Led by [Partner Name]
[Where to compete and what to stop doing. Portfolio reviews, market entry and exit, and the three-year plan that has to survive a board that has heard it before.]
Led by [Partner Name]
[Structure, spans and decision rights. Usually commissioned as a reorganisation and delivered as a clarification of who actually decides what.]
Led by [Partner Name]
[Commercial diligence and the first hundred days after. We are willing to write the memo that says do not buy this, and have done so [X] times.]
Led by [Partner Name]
[Succession, governance and the papers that go to the board. Often the quietest engagements and the ones that matter most.]
Every engagement is led by one of these [X] people. No exceptions, which is also why we are sometimes full.
[Corporate strategy]
[Previously [role] at [firm]. [XX] years. Writes on [topic].]
[Operating model]
[Previously [role] at [firm]. [XX] years. Writes on [topic].]
[Transactions]
[Previously [role] at [firm]. [XX] years. Writes on [topic].]
[Board advisory]
[Previously [role] at [firm]. [XX] years. Writes on [topic].]
Eight weeks, fixed fee, three invoices. The dates below go into the engagement letter.
[The question, the evidence that settled it, and what the board chose to do.]
[The question, the evidence that settled it, and what the board chose to do.]
[What diligence found, and why walking away was the return. Put one of these on the page.]
Clients are not named, under standing confidentiality. Every figure is a placeholder and must be replaced with verified, permitted numbers before publishing. Outcomes depend on the client's own execution and market, and are not a prediction of results for others.
We turn down roughly [X] in [Y] enquiries. Publishing the criteria saves everyone the meeting.
Send a brief anywayWork that needs a team of twenty. [We are [XX] people. If it needs a hundred bodies, a large firm is genuinely the right answer and we will name one.]
Conclusions decided in advance. [If the recommendation is fixed and you need a logo on it, our draft will not help you.]
Direct competitors of live clients. [Conflict check before the first call, every time, without exception.]
Implementation and interim roles. [We write the decision. Staffing the programme afterwards would make us reluctant to tell you it is failing.]
Anything under [four] weeks. [Below that we cannot gather enough evidence to be worth the fee. A paid half-day session may serve you better.]
Fixed at the start. No hourly billing, no change orders, no success fees. GST extra.
A partner reads it. Not a business-development team.
Tell us the question and when it has to be answered. We reply within [two working days] with a view, a conflict check, and whether we have capacity — in that order.
— [Conflict check runs before we accept any document.]
— [NDA on request, before you send anything sensitive.]
— [If we are full or it is outside our practices, we will say so and suggest who is better placed.]
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