James Fischer-Myall · Sign out
2 | Engagement Priorities
Five priorities, starting with delivery of the existing mandates
Five priorities, in order. The first two are about completing the work already won. The next two are light controls that protect it. The fifth prepares the next stage without starting it.
Level 1Deliver the existing pipeline of mandates
Why it matters: This is work the client has already won, so the revenue, client relationships and reputation are already on the line. The business has been clear that this comes before any strategic change, and I agree with that. Completing it well funds the next stage and gives us the evidence for what should change.
What good looks like by day 30: Every committed job complete, or on an agreed path to completion: on time, to standard, safely, and signed off by the client.
Level 1Keep every live site safe and compliant
Why it matters: Non-negotiable, and part of delivering well. I'd confirm tickets, inductions, SWMS and plant servicing are current on each live job using the records that already exist. Closing a gap here is basic duty of care, and doesn't need to become a project.
What good looks like by day 30: No one on a live site without the right tickets and inductions, and any gaps closed quickly.
Level 2Protect the margin and cash on the committed work
Why it matters: A job that finishes late or over budget loses the margin it was won on. A weekly look at cost to date against the quote on the larger live jobs, variations captured as they happen, and each milestone invoiced promptly protects the value of the pipeline without changing how the team works.
What good looks like by day 30: Weekly margin snapshot on the larger live jobs, variations captured, and each milestone invoiced as it's completed.
Level 2A light weekly rhythm to support delivery
Why it matters: A short weekly check-in on live jobs, with one owner and one date per action, using the tools already in place. It helps get the pipeline over the line and takes some of the day-to-day chasing off the owner. Nothing more formal than that in the 30-day engagement.
What good looks like by day 30: Weekly check-in held, actions followed up, and the owner spending less time firefighting.
Level 3Prepare the next stage, without starting it
Why it matters: While the pipeline is being delivered, I'd keep a running list of what could be improved: systems, reporting, automation, capacity planning and structure. At day 30 I'd set these out with costs and benefits. The owner and general manager decide what happens, and when, once the committed work is complete.
What good looks like by day 30: A short, costed list of options agreed with the owner and general manager. Nothing implemented in the 30-day engagement.
What the engagement doesn't do in 30 days
- Restructure the team, or change roles or reporting lines
- Introduce new systems, software or reporting the team has to learn while they're delivering
- Change how crews work on live jobs, other than to fix a safety gap
- Commit to new work that would stretch delivery of the existing pipeline without a capacity check with the owner and general manager