Findings need to become action
A Snapshot, Review or internal evidence base has identified the issue, but the organisation needs help turning it into practical change.
Organisational Effectiveness · Executive Advisory
Change the conditions that keep sending work back upward.
Advisory is for organisations that already understand the problem and now need help changing how work actually moves: who decides, when issues escalate and where reliance on key people needs to reduce.
This is organisational effectiveness and executive advisory — not executive coaching, a generic leadership program or outsourced management.
When Advisory fits
Use Advisory when the problem is clear but the organisation keeps reproducing it.
Senior people are still too involved
The organisation wants decisions to sit lower without weakening control, accountability or risk management.
A change needs to work in practice
New arrangements need to be tested against real work, not only against what the model or organisation chart says should happen.
What Advisory changes
Focus on the few things that keep pulling work back upward.
The scope follows the live operating problem rather than a predetermined consulting model.
Who can decide what
Clarify which decisions belong where and what people can decide without unnecessary upward referral.
When work should escalate
Define when senior involvement is genuinely required and what should remain closer to the work.
Where dependency needs to reduce
Reduce unnecessary reliance on particular executives, specialists or informal workarounds.
How the commercial pathway works
Evidence → change → test.
Ric works with the organisational sponsor and the people who own the change. The objective is to make the organisation less dependent, not create another external dependency.
- 01
Start with what is already known
Use the existing evidence base, Snapshot, Review or sufficiently clear internal findings.
- 02
Change the operating arrangement
Agree the practical change, who owns it and how it will work in real decisions and day-to-day operations.
- 03
Test whether the dependency is reducing
Review whether decisions are staying closer to the work, escalation is more deliberate and senior capacity is returning.
Engagement structure
The shape of the work follows the change being made.
You do not need to choose a package before speaking with Ric. Scope, ownership, review rhythm and investment are agreed before work begins.
Implementation Advisory
A bounded engagement tied to specific recommendations and clear implementation priorities.
Executive Advisory
Scheduled sessions with the sponsor or leadership group while changes are implemented and tested.
Retained Organisational Advisory
Support across an agreed term when connected issues need staged implementation and review.
Not ready for Advisory?
Start with evidence if the problem is still being defined.
Several leaders or one team
Use the Leadership Load Snapshot when three to five perspectives are enough to test the pattern.
Explore the Snapshot →Across teams or functions
Use the Organisational Pressure Review when the pattern is already broader and needs deeper examination.
Explore the Review →Ready to change the pattern?
Tell Ric what keeps coming back up and who still has to step in.
Ric can establish whether Advisory is the right next step or whether a lighter evidence process is more proportionate.