James Fischer-Myall · Sign out
Engagement Approach
How the engagement is sequenced, and the 30 days at a glance
The engagement is about growth, compliance and governance, and modernisation that push through the existing mandate and are additive to future strategy once the current strategic plan is executed. The 30-day engagement is about helping the team deliver the existing pipeline of mandates well, without dramatic change. Improvements come in small steps and only where they help delivery. Anything bigger gets prepared as options for the owner and general manager to consider once the pipeline is complete.
How the plan is sequenced
Level 1 Deliver the existing mandates
The first job. Every committed job in the current pipeline finishes safely, on time and at the margin it was quoted at. The only changes I'd make are to clear blockers on live work.
The full 30 days, and how the engagement is measured.
Level 2 Light controls that support delivery
Only where they help the pipeline land and cost the team very little: a weekly check-in on live jobs, a margin snapshot, invoicing as milestones complete, and a ticket and induction register. Existing tools, no new systems.
Introduced from week 2, with the team.
Level 3 Strategic change, once the pipeline is delivered
Systems, automation, reporting, structure, capacity and growth planning. I'd prepare these as costed recommendations for the owner and general manager. Nothing here gets implemented in the 30-day engagement.
Put forward at day 30; the timing is the owner's call.
The 30 days at a glance
Learn the business through the live work
- Sit down with the owner and agree the list of committed jobs and what "complete" means for each
- Meet every team, on site and in the office, and mostly listen
- Understand each live job: where it's at, the risks, who owns it and what's in the way
- Change nothing, other than clearing blockers on live jobs
- End of week 1: take the owner and general manager through what I've found and confirm the plan
Get the pipeline over the line
- Short weekly review of every live job with the people running them
- Clear obstacles: materials, plant, crews, approvals, client decisions
- Bring in Level 2 controls only where they help delivery
- Invoice each milestone as it's completed
Close out and recommend
- Pipeline delivered, or on a clear and agreed path to completion
- Capture the lessons from completed jobs while they're fresh
- Write up the Level 3 options with costs and benefits
- Day 30: review with the owner and general manager, and they decide what comes next and when