What it costs,and what moves it.
What a business process review costs, and what moves the number. It depends on what needs doing, so here are some actual numbers rather than a rate card.
Almost everyone makes you get on a call first. We are not going to publish a rate card either, because a grid of packages would tell you what box you fit rather than what your problem costs. What follows is the entry points, what moves the number, and what happens if you cannot afford it.
Not everything begins with an invoice
The Starting Point
FreeA single focused conversation. Its job is to establish whether there is a problem worth investigating, whether we are likely to be useful, and whether you need to pay us anything at all.
It can perfectly well end with us saying you do not. That happens, and it is a good outcome. You will come away knowing roughly what a piece of work would involve and what it would cost, before committing to anything.
Paid work
From £950That is the smallest engagement worth either of us doing properly, not a headline price with conditions attached.
A Process and System Review typically takes one to five days of our work, depending on how much of the business we need to understand. A focused look at one process might take a day. Several connected processes across teams and systems will take longer.
Larger projects, software, brand, implementation, are scoped and priced separately on the work involved. Building something is not the same shape of job as reviewing a process and should not be priced as though it were.
Mowbray Backed
Sometimes nothingOccasionally we meet a founder or an early business with something we think genuinely deserves a chance, and not enough budget to buy the help it needs.
Where we believe there is real merit in it, we may contribute some or all of our time without charge. For larger pieces we may look at reduced fees, deferred fees, or in the right circumstances an equity arrangement.
There is no application form and no formula for qualifying. But a small budget will not automatically rule you out, and it is worth asking rather than assuming.
Headcount is a poor guide
A hundred-person business can have one simple process. A twelve-person business can have six systems, three workarounds and everything depending on one person’s memory.
Most of the work is ours, not yours
This is the question people worry about most and almost nobody answers. Preparation, mapping, analysis, researching options and writing the plan all happen on our time.
About 1 hour
Roughly what we need from each person we speak to, plus whatever documentation already exists.
2 to 3 staff hours
Total across everyone involved, spread over the people who actually do the work.
10 to 15 staff hours
Total across everyone involved, where the review runs across several functions.
Not a report that gets filed
An improvement plan
A map of how the work happens now, including the workarounds and the steps only one person knows. A register of what is getting in the way and what it costs you. A picture of how it should work instead.
The gap between the two, turned into specific recommendations with an indication of impact, effort and cost. And a record of the options we considered and rejected, so nobody reopens them in six months.
A one-page roadmap
Four columns. This is the one that gets circulated, printed and argued over, rather than filed.
You are not charged twice for the same thinking
A review is not automatically the right purchase
Just because something is going wrong. Do not buy one if any of these describe you.
A plan nobody has the time or money to act on is an expensive document. If that is where you are, we will say so in the free session rather than sell you one anyway.
Show us how the work gets done now.
Tell us how you want it to work and we will work out the gap. We do not qualify businesses by size or budget. We qualify the work, the opportunity, and whether we can make a real difference.
We will tell you what you need, what it would cost, or whether you need it at all.