How We Engage
Most operational risk accumulates quietly... in inventory commitments, purchasing decisions, lead times, and disconnected plans. When teams push for growth inside unstable systems, those risks compound and surface later as write-offs, missed forecasts, and cash constraints.
Our work is designed to prevent that. We don’t “fix everything at once,” and we don’t start with growth initiatives. We first establish stability, ensuring capital and inventory risk are bounded and visible. From there, we align the operating system so decisions reflect reality. Only then do we scale, expanding in areas the system can absorb without fragility.
This sequence isn’t a preference. It’s a requirement for durable performance.
Stability → Align → Scale
Stability
Definition: Establish the conditions required for predictable performance by bounding capital and inventory risk.
The goal is not optimization, but preventing irreversible commitments from quietly accumulating risk
Decisions governed:
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Inventory commitments and purchase timing
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Working capital exposure
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Supplier terms and lead-time risk
Align
Definition: Force demand, supply, and finance to agree before resources are committed.
Decisions are governed by forcing tradeoffs into the open before plans become commitments.
Decisions governed:
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Forecast ownership and assumptions
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Tradeoff visibility and escalation
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Planning cadence and decision rights
Scale
Definition: Expand only where the system can absorb growth without increasing fragility.
Growth decisions are governed by what the stabilized and aligned system can absorb without degrading performance.
Decisions governed:
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Supply chain design and cost structure
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Product and channel focus
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Capital allocation for growth initiatives
How Engagements Typically Start
Most engagements begin by identifying where risk is already accumulating and addressing that constraint first.
Initial Diagnostic
A focused assessment of capital exposure, inventory risk, and decision bottlenecks to determine where stability is breaking down.
Targeted Stabilization
Address the highest-impact constraints first—those that materially affect cash, inventory, and irreversible commitments.
Selective Progression
Only once the system is stable do we align the operating cadence and scale into areas the business can absorb without fragility.
