How I work
These are the questions I will ask you. You may as well see them now.
What problem are you going after?
Not the initiative. The problem. If we cannot state it in a sentence, we are not ready to spend against it.
Who can you solve this with?
Every plan is constrained by the people you actually have. I assess the team you have, not the team the plan assumes.
How fast can you move?
Your real cadence, including procurement, legal, and the two people whose approval everything waits on.
What is the budget against this problem?
Not your total spend. The money allocated to this. A problem without a budget is a conversation, and I am happy to have it, but we should both know which one we are having.
If those four have clean answers, an engagement is usually short and worth it. If they do not, my first job is to get them.
Do you have a problem, and is there a budget against it?
If yes, that is a short conversation and probably a useful one. If you are not sure yet, that is also a conversation — it just starts further back.