HOW IT WORKS
A focused process with clear responsibilities and review points. You bring the business context; I turn it into connected materials for your next move.
Tell me about the business, the decision and the audience. I use a short project brief and a direct conversation to understand what you need.
You bring the objective and the information already available.
An initial understanding of the business and likely scope.
Define the deliverables, research, timeline, review stages and project fee before work begins.
You review the proposal and agree the scope and commercial terms.
A shared description of the work, files, responsibilities and milestones.
Organize existing information, identify gaps and agree the assumptions that will drive the work.
You provide business context, source information and feedback on assumptions.
A clear basis for the financial model, written plan and presentation.
Develop the calculations, structure, narrative and design included in the scope. Keep the financial and operating logic connected.
You answer focused questions as the first version develops.
A substantive draft to review against the agreed objective.
Work through the draft, clarify decisions and check consistency between inputs, financial outputs and written materials.
You review the work and provide consolidated feedback at the agreed checkpoints.
A refined set of materials that reflects the approved scope and assumptions.
Deliver the agreed editable files and explain the structure, assumptions and important outputs.
You receive the materials and ask the questions needed to use them.
Final files and an understanding of the logic behind the work.
A CONNECTED WORKFLOW
When a project includes several products, the operating plan and financial model give the written plan and presentation a common basis.
I work through the meaning and logic of the materials before finalizing their presentation.
Review points help resolve the business questions and keep feedback connected to the agreed objective.
If the business plan or deliverables change materially, we discuss the effect on the scope and timetable together.
WHEN YOU REVIEW THE FIRST DRAFT
Feedback is most useful when it separates a change in the business assumptions from a correction to the document. We work through both together at the agreed review points.
Check the products, prices, staffing, dates and operating commitments. Identify which items are historical facts, management estimates or assumptions that still need evidence.
Check that the opening timetable agrees with hiring and spending, that the sales plan fits capacity, and that the written narrative uses the same financial assumptions.
Review the outputs against the original brief: funding needed, cash timing, feasibility, the expansion plan or the investment story. Flag where the reader needs more explanation.
A FEW PRACTICAL DETAILS
LET’S MAKE THE NEXT MOVE CLEARER
Three quick questions. Then choose a time to talk with Henry.