When what worked is starting to slip.

Three things. First: led by a senior practitioner from the team end to end, with no junior handover — which most large consultancies cannot structurally offer. Second: methodology grounded in established academic business-model research, not in proprietary frameworks invented for marketing. Third: MVP discipline — we propose specific moves with specific scope, not transformation programmes. Different firm, different work, different bill structure. Often complementary rather than substitutive.

It treats a business as a portfolio of business models rather than a single value chain. Each model is described across seven dimensions: value proposition, users and customers, value-chain functions, competences, network, value formula, relations. The lens distinguishes systematically between As-Is models (currently in market) and To-Be models (in development), and provides a disciplined route from observed pressure to designed response. The intellectual lineage is in established academic business-model research; we work with clients to apply it to their specific situation rather than ask them to certify it from first principles.

Most public commentary on AI in professional services is about efficiency. The harder strategic question is what new business model AI enables alongside the existing core. The seven-dimension lens distinguishes these two questions explicitly. The legal-services boutique case in our published set is an example: AI was the trigger, but the work was redesigning the firm's value chain to extend into a pre-mandate phase that AI itself made possible. The same pattern appears in advisory, accounting, and engineering services.

Yes. The MVP discipline we apply produces tightly bounded first product stages with measurable revenue logic, not transformation budgets. We do not propose work that cannot survive a CFO conversation. The methodology lens is grounded in established academic business-model research applied through 120+ engagements — the working materials are presented at the start of any mandate so the CFO and board see what is being applied and why. We do not propose engagements that depend on the CFO taking a methodology on faith.

Scope, length, depth, and price. The Clarity Check is ten working days from first conversation to written owner memo and 90-day action plan. It answers one question — grow, redesign, sell, restructure, or simplify. Fixed scope; price agreed in the first conversation. A strategy consulting engagement is typically months long, scope expands, and the deliverable is usually a slide deck. We are a different shape of work.

Both — but the shape of the work differs. When a business is profitable and the next chapter is forming, BMI is exploratory: As-Is mapping, To-Be scenarios, MVP design. When a business is shifting under structural pressure, BMI runs alongside restructuring to inform what's viable to preserve. The lens is the same; the question it answers depends on what the business needs.