Services
Advice, a plan, or someone accountable for shipping it.
Most people need execution. Strategy if there is no initiative yet. Advisor only after we have already worked together.
Also: what it costs · fair objections
Which one is you
Start from what is happening, not from a service name.
- Just get it doneA live initiative and no one who can own it end to end.I lead it. Finite, with one named outcome.
- Help me growYou have a PM who has never been shown how to run something this size.I coach through one live project. I do not take the wheel.
- Bring it back on trackLate, political, or both.An honest assessment, then a decision: continue, cut, or reset.
- StrategyNo live initiative — only firefighting.A short plan your own people can run.
- AdvisorYou have already seen the work and want a translator in the room.A standing second opinion. Not delivery.
If two of these describe you, we scope one and write the second as a follow-on.
Not sure which of these you are? That is a normal reason to call.
Execution Support
Someone accountable for getting it done.
Hands-on delivery: run it, coach your team through it, or recover it.
Most transformation work does not fail at the strategy stage. It fails in month five, when the plan meets the calendar and nobody owns the outcome.
Three modes, depending on what you actually need. They can shift over the course of an engagement — starting in recovery and ending in coaching is a normal path.
Three modes
Just get it done
Project and product management, leading delivery. I take the initiative and run it end to end — scope, sequencing, the vendors, the standups, the hard conversations — and you get status you can trust.
Help me grow
PM and product coaching, so the team can do it next time. Your people run the work; I sit alongside them, in the real project, and build the muscle. The measure of success is that you do not need me for the next one.
Bring it back on track
Project recovery. An honest assessment of where it actually stands, what caused the drift, and what it takes to land it — including the option that the honest answer is to stop.
A good fit when
- The plan exists but nothing is moving.
- You have capable people who have never run something this size.
- A committed initiative is late, over budget, or quietly stalled.
Bring the execution support version of your situation.
Digital Transformation Strategy
Out of firefighting and into a deliberate plan tied to business goals.
A written plan that names the problems worth solving, the order to solve them in, and the business outcome each one is tied to.
Firefighting is a symptom. The work starts by looking at how the operation actually runs — the handoffs, the rework, the spreadsheets holding things together, the steps nobody owns — and finding where the time is going.
What comes out is a sequence, not a wish list: what to fix first, what it takes, what it changes for the business, and what to deliberately leave alone for now. It is people-centric and technology-agnostic. The tool is chosen after the problem is understood, never before.
A good fit when
- Every quarter is consumed by urgent work and the important work never starts.
- You have a technology roadmap that nobody can tie to a business goal.
- You have had a strategy engagement before and nothing shipped from it.
Bring the digital transformation strategy version of your situation.
Executive Advisor
A standing second opinion, only after you have seen the work.
Vendor claims, architecture trade-offs, build-vs-buy, and what a proposal will really cost to run.
This is not the front door. I take advisory on only after we have worked together and you have seen how I actually operate — otherwise you are buying opinions from someone who has never seen your organisation run.
You do not need a vendor to tell you what to buy. You need someone with no stake in the answer who has sat on both sides of these decisions and can tell you, plainly, what the trade-offs are.
This is a recurring conversation, not a deliverable. Bring the roadmap, the vendor deck, the reorg, the architecture argument your team cannot settle — and get a straight read on it while the decision is still cheap to change.
A good fit when
- You are the most senior technical decision-maker and have no peer to pressure-test with.
- You are being asked to approve spend you cannot fully evaluate.
- Your team is split on a direction and needs an outside tiebreaker.
Bring the executive advisor version of your situation.
How an engagement runs
Start small, then stay until it is running.
Not sure which one you need? That is a normal reason to call.
- 01
Explore
Thirty minutes. You describe what is stuck. I tell you whether I can help — and if I cannot, I say so.
- 02
Look at the operation
Where the time goes, where the handoffs break, what the constraint actually is. Talking to the people doing the work, not just the org chart.
- 03
Plan, then do
A short written plan tied to business outcomes, and then the delivery itself. The same person on both.
- 04
Hand it off
A written runbook, named owners for every open thread, and a last stretch where your people run it while I go quiet. Then the engagement ends, by design.
Every engagement starts with the same thirty minutes. Other ways to reach me.
How engagements work
What it costs.
You are not buying hours and you are not buying a team. After a free 30-minute call I send one written offer for one piece of work: duration, outcome, price, and what I will not do.
Execution for a single initiative is a fixed fee, typically in the mid five figures. Recovery or a strategy sprint is lower than that. Advisory is a monthly retainer, only after we have already worked together.
If the number is wrong for where you are, I will say so on the call.
Either of us can stop. You pay through the week work stops, not a leftover term.
What you leave with
The note looks like this.
Subject: One-pager — [Company], [date]
What’s stuck
One move in the next 30 days
Whether I should be involved
[Offer], or not now, because [reason]
If we continue
- Outcome
- Duration
- Price
- You own
- I own
- I will not
That is what I send the same day. Not a deck. Not a menu.
The questions people do not ask out loud
Fair objections to hiring one person.
- Can one person handle a company our size?
- Sometimes not, and I will say so. There is a hard limit to what one person can take on at once. If I am not the right fit for what you need, hearing that on the first call costs us both thirty minutes instead of two quarters.
- Why not hire a firm instead?
- If you need a bench of twenty, hire the firm. What you get here instead is that the person who writes the plan is the person who delivers it, with no account manager in between, no software to sell you, and no platform to defend.
- What actually happens on the first call?
- Thirty free minutes. You bring one stuck thing. You leave with three places work is getting stuck, one move for the next 30 days, and a one-page note from me the same day. If you do not need me, I say so — that is a normal outcome, not a failed call.
- What if you are unavailable mid-engagement?
- The engagement extends. There is no bench to swap in — that is the trade for getting one experienced person instead of a team. Two things limit the damage: the fee is fixed, so a delay costs you time and not more money, and the plan, the open issues and the owners are written down as we go, so the work is not sitting in my head.
- Our teams are spread across countries. Does that work?
- That is the normal case, not the exception. Most of the programs I have run spanned time zones and continents rather than sitting in one building. It changes the mechanics — decisions get written down instead of settled in a corridor, and the cadence has to not quietly exclude whoever is asleep. I am on Pacific time and plan the overlap deliberately.
- What happens when the engagement ends?
- Your team runs it, documented and owned internally. That is the end of the engagement, by design. The goal is a clean handoff, not a retainer — no ongoing dependency and no upselling.
Bring the messy version.
You do not need a defined scope to start. Describe what is not working. By the end of the call we will both know whether there should be a second one.
You leave with three places work is stuck, one move for the next 30 days, and a one-page note the same day.
Explore with Dominik30 minutes. No pitch. No deck.
Prefer email? info@tansfom.com