You can see the margin fall or the time go without being able to say exactly where. I spend a day at your premises, two days in your figures, and hand back eight pages you can read in one sitting.
2 weeks · 2 500 € · deducted if next step signed
A company of ten to twenty people where the director is still inside the circuit: writing the quotes, approving the invoices, chasing the late payers. At this size that is not a flaw in the organisation — it is the organisation.
The trouble is that nobody standing there has the distance to see what each of those passages costs. You already know some of the answers. What you don't have is the figure beside them.
Twelve months of client and supplier invoices, quotes issued and signed, the list of your software subscriptions, the list of your user accounts, your order book, your complaints. Without data a diagnosis is only a conversation. Eight exports are enough to reconstruct almost all of the trading of a fifteen-person company, and every one of them is a click away inside tools you already pay for.
An hour with you, half an hour each with five people: whoever writes the quotes, whoever produces or delivers, whoever invoices, whoever answers the phone. Then I follow one real order from quote to payment, screens open. Then two hours on your tools: who holds the logins, where the backups are, what you pay for without using. You describe the circuit as it should be; your team describes the one that exists. The gap between the two is the whole material of the diagnosis — and it never comes out of interviews alone, because the workarounds have become habits nobody notices any more.
I rebuild the cycle: quote, order, delivery, invoice, payment. Real delays, conversion rate, late payments, duplicate tools, hours spent retyping the same information. Every gap converted into euros a year or hours a week. An unquantified problem triggers no decision. “Eleven hours a week retyping” or “thirty-four thousand euros invoiced more than sixty days late” get decided; “a lack of fluidity” gets postponed.
Eight pages at most, handed over in person and talked through. A thirty-page report is not read by someone running fifteen people. Eight pages are read in one sitting, and the conversation is where the decision is actually made — the document supports it, it does not replace it.
I fix nothing during the diagnosis. The moment you start repairing, you stop measuring, and you no longer know what you bought.
If the memo does not contain three gaps with a figure beside them, the diagnosis is not invoiced. You keep the document.
This is not a gamble: at this size of company the case almost never arises. It is simply the shortest way of saying that you are not paying for an opinion.
The price of the diagnosis is deducted from the first piece of work if you sign within thirty days. Looking should not cost more than waiting.
Before any diagnosis, a conversation: what takes your time every week and shouldn't, what lost you an order in the last six months, and which tools you pay for without using.
At the end I tell you whether a diagnosis makes sense in your case and how long it would take. If it doesn't, I say that too.
Book a time Or call +33 7 46 23 62 08I take few projects at a time. The diagnosis commits no one; what comes after is decided on both sides.
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